Banner Default Image
i icon

Complaints Policy & Procedure

Complaints Policy

We are committed to providing a good standard of quality service to our candidates and our clients.

We will take seriously any concern or complaint and will investigate it promptly, for resolution as quickly as possible.

We recognise that all candidates and clients have the right to raise concerns or complaints about our services and to have access to clear information on how to voice complaints and concerns.

We will keep a register of all complaints, which will be monitored by the group Human Resources Director and reviewed regularly by the Board of Directors.

Our complaints procedure will be part of the process of monitoring the quality, effectiveness, and non-discriminatory nature of its services.

All staff, candidates and clients are required to read, understand, and comply with this policy and its procedures.

Definition of a complaint

A complaint is any expression of dissatisfaction by an individual, whether justified or not.

An individual may make a complaint if they feel we have:

  • Failed to provide a service or an acceptable standard of service or made a mistake in the way the service was provided

  • Failed to act in a proper way

  • Provided an unfair service

This policy and procedure relate only to complaints received about Thrive Group and its services.

Concern or Complaint

It is important to establish the difference between a concern and a complaint. Taking informal concerns seriously at the earliest stage will reduce the likelihood of them developing into formal complaints.

If you have any concerns about our work, we encourage you to talk to a member of our team or their manager as soon as possible, so they can quickly understand your concerns and try to put things right.

If you are not happy with the response to your concern and/or want to make a formal complaint, please follow the procedure below.

Complaints Procedure

We aim to settle the majority of complaints quickly and satisfactorily. The complaint may be resolved quickly by way of an apology or by an acceptable explanation to the individual.

There are three stages to the complaint’s procedure:

  1. Stage One - The complaint

  2. Stage Two - Investigation

  3. Stage Three - Appeal

Stage One - Complaint

The complaint can be written or if the individual prefers, they can tell someone at Thrive Group, who will write it down for them. The complainant will need to sign it.

The complaint should include: -

  • The complainants name and address

  • The nature and date of the complaint

  • How they want to see it resolved

The complaint will need to be sent to complaints@thrivegroup.co.uk or write to Units 2/3, Copse Farm, South Marston, Swindon, Wiltshire, SN3 4UQ.

On receipt, each complaint will be allocated a reference number and logged on the complaints register.

Complainants will receive an acknowledgement within three working days of receipt of a signed complaint.

Stage Two - Investigation

All complaints at this stage should be dealt with by a manager. If they need to meet with the complainant, they will do so within seven working days of receiving the written complaint.

Complaints will be fully investigated, and a written response provided to the complainant within ten working days by the investigator.

The complainant will receive written confirmation of the outcome of any investigation any recommendations/remedies made, such as reviewing of policies, staff development and training or appropriate improvement to our services.

Where the complaint is upheld, an apology should be offered.

Occasionally investigations may take longer, particularly if the complaint is complex. Should this be the case a holding letter will be sent after ten working days and a final date given for a conclusion to be reached.

If an individual remains dissatisfied with the outcome from Stage Two, they can appeal within fourteen working days of the date of the outcome and progress to Stage Three.

The complaints register will be updated, and any pending complaints flagged so they are followed up

Stage Three - Appeal

If the complaint cannot be resolved to the complainant’s satisfaction at stage two, or if the manager feels that the complaint is of a serious nature or concerns a manager then it will be referred to the Group Human Resources Director.

If the complaint is about the Group Human Resources Director, then the matter will be discussed with the CEO.

The Chief Executive will acknowledge receipt within three working days, they will review the Stage Two investigation and recommend one of the following actions within ten working days (from the date the complainant stated they wanted to take the complaint to stage 3):

  • Uphold the action taken at Stage Two

  • Make changes to the Stage Two recommendation/actions

The complainant should be informed in writing of the outcome of stage three, the decision reached about this complaint will then be final but other options available to the complainant (as listed below) should be detailed in the letter.

If after the three stages have been concluded, the complainant is still not satisfied with the result, they should be advised that there is no further right of appeal, but they could approach any of the following agencies for advice:

  • A solicitor

  • Citizens Advice Bureau

This should be done within one month of receiving the outcome from the appeal.

Anonymous complaints

Complaints received anonymously will be recorded and considered, but action may be limited if further information is required to ensure a full and fair investigation.

Data protection

To process a complaint, we will hold personal data about the complainant, which the individual provides, and which other people give in response to the complaint.

We will hold this data securely and only use it to address the complaint. The identity of the person making the complaint will only be known to those who need to consider the complaint and will not be revealed to other people or made public. However, it may not be possible to preserve confidentiality in some circumstances, for example, where relevant legislation applied, or allegations are made which involve the conduct of third parties.

We will normally destroy complaints files in a secure manner six years after the complaint has been closed.

Monitoring

Complaints are a crucial tool which provide a useful source of information about how candidates and clients view our service. To ensure we can learn from complaints the following data will be collected:

  • Name and address

  • Name of person dealing with the complaint

  • Date of complaint and response

  • Nature of complaint

  • Action(s) taken/recommendations made in response to the complaint Lessons learnt

Complaint’s information will be considered on a regular basis by the Management Team and reported quarterly to the Board of Directors

Date last reviewed: November 2021

Staying Ahead This Summer: Staffing Solutions That Keep You Moving image
Staying Ahead This Summer: Staffing Solutions That Keep You Moving

​Summer brings longer days, lighter moods, and the chance for your team to enjoy a well-earned break. For many businesses, it’s also a time when productivity can dip, and workloads feel the strain. In fact, almost half (45 per cent) of full-time employees in the UK say they’re less productive during the summer months, a figure that rises to 57 per cent for those aged 18–34. Whether you’re preparing for a seasonal spike in demand or just keeping day-to-day operations on track, managing staff holidays and availability is key. So, how can you keep things moving without overloading your core team? With the right approach, the summer months can still be a period of progress. Here’s how to stay on track, and why seasonal staffing shouldn’t be an afterthought! 1. Map Out Your Summer Resourcing Don’t wait until the last minute to plan holiday cover. Identify key pinch points now; periods when multiple team members are likely to be away, project deadlines fall, or demand typically spikes. Then, work backwards to plan your resourcing needs. Think beyond just ‘who’s off’. Ask what skills or roles are most critical to business continuity. Proactive planning helps avoid last-minute panic hiring and ensures everyone, including your regular team, feels supported. 2. See Temporary Hires as a Business Asset Bringing in seasonal staff is often seen as a quick fix – but the right hire can add real value. Temporary workers help maintain service levels, ease pressure on your core team, and even bring fresh ideas or experience from other industries. At Thrive, we’ve seen countless examples of temps stepping into key roles, contributing meaningfully, and even becoming permanent team members. Hiring short-term doesn’t have to mean compromising on quality – it’s about flexibility and fit. 3. Retain Productivity Without Burning Out StaffWhen businesses try to ‘make do’ with fewer people, it’s often loyal, long-standing staff who take on the extra workload. However, this can lead to burnout, mistakes, and long-term disengagement. In fact, more than two million UK employees risk burnout working over their holidays, with 54% stressed by increased workloads and 45% doing unpaid overtime (Source). Evidently, a well-structured summer staffing plan protects your team and supports productivity. Whether it’s for a few days or several weeks, the right temporary hire can make all the difference. 4. Communicate Clearly and Early When temporary staff come on board or when internal roles shift during holiday periods, communication is key. Make sure handovers are thorough, expectations are clear, and there’s always someone available to support new starters. Summer is also a great time to foster adaptability; encouraging teamwork and knowledge-sharing across departments can help your business become more resilient all year round. 5. Lean on Trusted Recruitment Partners Finding the right people quickly and with minimal fuss is where we come in. Thrive Group’s local teams understand the industries we serve and the unique summer pressures businesses face. Whether you need a Legal Secretary, Administrator, or Warehouse Supervisor, we are committed to finding you the right talent ready to hit the ground running. So, if you’re looking to stay fully staffed, stress-free, and ready for whatever summer brings, don’t leave it to chance. Let’s plan ahead, stay flexible, and keep your business moving. Speak to your local Thrive team today and take the pressure out of summer staffing.

Read blog
Creating Community Through Empathy-Driven Culture image
Creating Community Through Empathy-Driven Culture

​Empathy isn’t a fleeting trend or a corporate checkbox; it’s the heart of human connection. And as we close out Mental Health Awareness Month and step into the vibrant celebrations of Pride Month, it’s a perfect moment to pause and reflect on the role empathy plays in our lives. At Thrive, we define empathy as the ability to truly appreciate and respect the perspectives of everyone we encounter: colleagues, clients, candidates, and suppliers alike. It’s that moment when we pause, lean in, and say, “I hear you,” rather than simply “I understand.” Why Empathy Matters in the Modern Workplace In an era where inboxes overflow and deadlines loom large, taking the time to listen can feel like a luxury. Yet, research continuously shows that empathetic organisations enjoy higher engagement. An article from People Management highlights that 93 per cent of employees are more likely to stay with a compassionate employer, while 82 per cent would consider leaving their role for a more empathetic organisation. When people feel genuinely seen and heard, they bring their best ideas and their most authentic selves to the table. That boost in creativity, passion, and collaboration ripples out to benefit every project and every partnership. Active Listening: The First Step to True Connection Empathy begins with active listening. This means putting away distractions, making eye contact (even on a video call), and asking open-ended questions. As a matter of good practice, encourage your staff to “check in” with their team. If a group setting doesn’t feel right, try brief one-on-one sessions instead. Encourage managers or leaders to carve out just two minutes per person - for example, at the start of the week or just before a key project kicks off - to send a quick, private message or grab a coffee chat and ask how they are really doing. These small, individual touchpoints build trust, show you genuinely care, and signal: your well-being matters. Other powerful ways to check in can be read here.Walking in Their Shoes: Real-World ApplicationsSeeing the world from another person’s perspective can reshape how we support one another. Think about someone about to give a big presentation: instead of assuming they’ve got it all under control, you walk them through the steps, clear up any sticky bits, and remind them it’s okay to take a breath. Or consider a customer service representative handling a frustrated client: you don’t fire off a script, you model asking a couple of open questions to uncover what’s really worrying the caller and validate their feelings. Even on the shop floor or in the field, teaming up to tackle a new machine or a tricky deadline side-by-side sends a powerful message: we’re in this together. Cultivating an Empathy-First Culture One of the simplest yet most eye-opening ways to build empathy is through Work Shadowing. Once a quarter, invite pairs of colleagues from different departments or roles (say, someone from customer support and someone from product development, for example) to spend a half-day shadowing each other’s work. Afterward, they reconvene to share one key insight about the emotional highs and lows they observed: what surprised them, where stress points emerged, and how small adjustments might create a more supportive experience. This brief role swap not only reveals hidden challenges and opportunities but also fosters a culture of genuine curiosity and connection, no matter your industry or job type.Looking Ahead: Empathy as a Springboard At the end of the day, empathy is the secret ingredient that transforms transactions into relationships, building trust, sparking innovation, and delivering service excellence that truly resonates. And as we embrace Pride Month and celebrate diverse identities, our commitment to empathy becomes more vital than ever: by staying curious about experiences different from our own, we empower ourselves to be better allies and champions for change.

Read blog
Easter Charity Drive: Thrive Group's Community Support image
Easter Charity Drive: Thrive Group's Community Support

​Each spring, Thrive Group embarks on a mission to spread joy through its cherished tradition—the Annual Easter Egg Collection. This heartwarming initiative, deeply embedded in the company’s history, continues to grow, bringing together clients, colleagues, and local businesses in a collective act of giving. This year, the community's generosity resulted in an impressive collection of 556 chocolate eggs! These delightful treats were donated to four remarkable local organisations: Julia’s House Children’s Hospice, Silverwood School, Stepping Stones and Willow Wood Hospice. Supporting Local Heroes This year, our Easter initiative supported four remarkable organisations, each making a significant impact within our community:Julia’s House Children’s Hospice Serving families across Dorset and Wiltshire, Julia’s House provides vital respite care and emotional support to children with life-limiting or life-threatening conditions. Their dedicated team offers personalised care at home, in the community, or at their hospices, ensuring families receive the support they need during challenging times. Silverwood School Located in Wiltshire, Silverwood School is a co-educational special school catering to children and young people aged 4 to 19 with complex needs and autistic spectrum disorders. The school is committed to providing an inclusive and supportive learning environment, helping each student achieve their full potential. Stepping Stones Stepping Stones is a Trowbridge-based charity supporting children from birth to five years old with special needs. Through tailored therapy and play-based learning, they help each child develop essential skills in a nurturing environment, working collaboratively with families and professionals to ensure individualised support. Willow Wood HospiceWillow Wood Hospice provides specialist palliative and end-of-life care to adults with life-limiting illnesses. Their holistic services encompass inpatient care, day services, symptom management, complementary therapies, dementia support, and bereavement counselling, all aimed at enhancing quality of life for patients and their families. ​A Community Effort Unquestionably, the success of this campaign is rooted in our community's support and wouldn't be possible without their generous contributions. We extend our heartfelt thanks to the following organisations (and more!) for their donations: ApetitoBakkavorCasa BellaKingstons Estate AgentsLyons SeafoodsSavencia Fromage and DairyMontgomery Charles Wealth ManagementForrester Sylvester Mackett SolicitorsWoods ValldataJames Briggs LtdADIYour kindness has made a significant impact, bringing smiles to many faces this Easter. Giving Back: A Core Value Charitable giving is more than a seasonal activity—it's a reflection of our core values. We believe in supporting our community and making a positive difference in the lives of others. The massive success of our Easter Egg Collection truly showcases the collective goodwill within our community. We look forward to continuing this tradition and finding new ways to give back to our community in the years to come.

Read blog