Complaints Procedure

Friendly Professional Training



Workplace discrimination and harassment policy- Internal and external customers

               How to deal with complaints Document


Procedure: To make a complaint

If you believe you are being, or have been, discriminated against, sexually harassed or bullied, you should follow this procedure.


  1. Tell the offender the behaviour is offensive, unwelcome, and against business policy and should stop (only if you feel comfortable enough to approach them directly, otherwise speak to your manager). Keep a written record of the incident(s).
  2. If the unwelcome behaviour continues, contact your supervisor or manager for support.
  3. If this is inappropriate, you feel uncomfortable, or the behaviour persists, contact another relevant senior manager. Employees may also lodge a complaint with the Anti-Discrimination Act 1991 and outlines areas where discrimination is prohibited in Queensland. The Anti-Discrimination Commission Queensland (ADCQ) resolves complaints of discrimination and other contraventions of the Act, and promotes human rights in Queensland.
  4. Under Queensland’s anti-discrimination laws, employers must offer equal employment opportunities (EEO). This means people are treated on their merits at every stage of their employment – from the recruitment and interview process through to their daily duties, promotion, training and development opportunities, and their resignation, retrenchment or redundancy.
  5. Employees should feel confident that any complaint they make is to be treated as confidential as far as possible.


Procedure: To receive a complaint

When a manager receives a complaint or becomes aware of an incident that may contravene DogTraining 101 EEO Policies, they should follow this procedure.


  1. Listen to the complaint seriously and treat the complaint confidentially. Allow the complainant to bring another person to the interview if they choose to.
  2. Ask the complainant for the full story, including what happened, step by step.
  3. Take notes, using the complainant’s own words.
  4. Ask the complainant to check your notes to ensure your record of the conversation is accurate.
  5. Explain and agree on the next action with the complainant.
  6. If investigation is not requested (and the manager is satisfied that the conduct complained is not in breach of DogTraining 101 policies) then the manager should:


  • act promptly
  • maintain confidentiality
  • pass any notes on to the manager’s manager


If an investigation is requested or is appropriate, follow the next procedure.


Procedure: To investigate a complaint

When a manager investigates a complaint, they should follow this procedure.


  1. Do not assume guilt.
  2. Advise on the potential outcomes of the investigation if the allegations are substantiated.
  3. Interview all directly concerned, separately.
  4. Interview witnesses, separately.
  5. Keep records of interviews and the investigation.
  6. Interview the alleged harasser, separately and confidentially and let the alleged harasser know exactly of what they are being accused. Give them a chance to respond to the accusation. Make it clear they do not have to answer any questions; however, the manager will still make a decision regardless.
  7. Listen carefully and record details.
  8. Ensure confidentiality, minimise disclosure.
  9. Decide on appropriate action based on investigation and evidence collected.
  • Check to ensure the action meets the needs of the complainant and DogTraining 101


  • If resolution is not immediately possible, refer the complainant to more senior management. If the resolution needs a more senior manager’s authority, refer the complainant to this manager.


  • Discuss any outcomes affecting the complainant with them to make sure where appropriate you meet their needs.


Possible outcomes

If after investigation management finds the complaint is justified, management will discuss with the complainant the appropriate outcomes which may include:

  • disciplinary action to be taken against the perpetrator (counselling, warning or dismissal)
  • staff training
  • additional training for the perpetrator or all staff, as appropriate
  • counselling for the complainant
  • an apology (the particulars of such an apology to be agreed between all involved)
  • Appropriate action toward the client will be taken if the client was found to be the perpetrator.