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

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
Are You Ready for Upcoming Changes to Employment Law? image
Are You Ready for Upcoming Changes to Employment Law?

​The landscape of UK employment law is evolving rapidly, with significant reforms on the horizon that could affect your business’s payroll, policies, and operational planning. From an increase in National Insurance contributions to sweeping changes introduced by the Employment Rights Bill, now is the time to prepare. Let’s explore these key changes, what they mean for your business, and the steps you can take to stay compliant and competitive. ​Key Changes on the Horizon Rising National Insurance Contributions Following the initial announcement in the 2024 Autumn Budget, a key reform is the scheduled increase in employers’ National Insurance (NI) contributions. Effective from April 2025, the NI rate will rise from 13.8% to 15%, while the threshold for liability will drop from £9,100 to £5,000 per annum. This change is expected to significantly increase business costs nationwide, with government estimates indicating it could generate an additional £25 billion annually to support public services and economic stability. (Source). These adjustments not only increase your payroll expenses but also necessitate a review of your cost structures and pricing strategies—especially if you operate in sectors with large numbers of low-wage workers. ​The Employment Rights Bill: What’s Changing? The Employment Rights Bill promises to be one of the most radical overhauls in recent decades, aiming to enhance workers’ rights significantly. Key proposals include: Day-One Unfair Dismissal Protection: Workers could gain the right to claim unfair dismissal from day one, although employers might still impose a probation period of up to nine months with a simplified dismissal process. Ban on Exploitative Practices: The Bill seeks to restrict practices such as “fire and rehire” and abusive zero‐hours contracts, ensuring employees have a more predictable and secure working environment. Enhanced Statutory Rights: Employees may soon enjoy day‐one access to statutory sick pay, parental leave, and flexible working requests, with improved protections against discriminatory practices. While many of these changes may not be implemented until 2026, it is essential to begin preparing now by reviewing your employment contracts and HR policies (Source). ​Preparing Your Business for Change In anticipation of these changes, here are some practical strategies to help you prepare:Review and Update HR PoliciesStart by auditing your current employment contracts and internal policies. Look for areas that might conflict with the new statutory rights—for example, your dismissal procedures, flexible working arrangements, and provisions in zero‐hours contracts. Updating these documents can help you avoid compliance issues when the changes come into force. Review And Refine Your Compensation StrategyFurther to the above, ensure that your compensation packages remain competitive even as wage floors increase. Consider non-monetary benefits—such as comprehensive health and wellbeing programmes and initiatives to foster a positive company culture—to help attract and retain staff.Update Payroll SystemsEnsure that your payroll software is equipped to handle the upcoming changes in NI rates and thresholds, as well as the increased National Minimum Wage rates. For instance, from April 2025, the National Living Wage for workers aged 21 and over will rise from £11.44 to £12.21 per hour, while other age bands will see similarly significant increases. A timely update to your systems can help prevent calculation errors and reduce the risk of penalties.Engage with Legal and HR ExpertsGiven the complexity of the upcoming reforms, it might be wise to consult with legal experts who specialise in employment law. They can offer tailored advice on navigating changes in the Employment Rights Bill, ensuring your business stays compliant and can capitalise on new opportunities.Communicate with Your WorkforceChanges to employment law can significantly impact employee expectations and morale. Transparent communication about how these changes might affect their rights and your business policies can help maintain trust and improve overall workplace satisfaction.Plan For Potential Hiring ChallengesWith wage increases and added administrative burdens, some companies may face recruitment slowdowns. Adjust your hiring strategies to focus on retaining existing talent and attracting high-calibre candidates through enhanced benefits, career development opportunities, and a clear vision for how your company adapts to change.​Impact on Business Costs and Operations The cumulative effect of increased NI contributions and revised wage rates mean that many employers should expect a tangible rise in overall employment costs. While some of these costs may be passed on to employees through adjusted wage structures, businesses must carefully manage their operational budgets to maintain competitiveness. Investing in training and technology—such as more efficient payroll systems or digital HR management tools—could help offset some of these costs. Moreover, by creating a stable work environment that offers consistent job security, companies can improve employee retention, reduce turnover expenses, and boost productivity over the long term. ​Stay Informed and Get the Support You Need Keeping abreast of legislative updates is crucial. With ongoing consultations on the Employment Rights Bill and other reforms, changes may evolve over the coming months. By staying informed and engaging proactively with industry experts, you can position your business to adapt swiftly to new legal obligations. If you need further guidance on how these upcoming changes might affect your business or require assistance in updating your policies and systems, our team at Thrive is here to help. Get in touch for tailored advice and support to navigate these changes clearly and confidently.

Read blog