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5 Quick Wins for Managing Complaints

June 2, 2026

5 Quick Wins for Managing Complaints

The Gold Standard
Developing compliance within your service doesn’t have to be a burden; many of these elements may already be in place.
These tips offer simple, professional ways to ensure your practice meets the latest legislation while maintaining a supportive environment for both clinicians and patients.
When managing or writing a response, the PHSO expects every interaction to be built upon these four core pillars:
Welcoming Complaints: 
Treat them as "free feedback" to improve safety and service quality rather than a personal or professional attack.
Being thorough and fair:
Investigate with an open mind. This includes interviewing all involved staff and conducting a detailed review of clinical records.
Giving fair and accountable responses:
Provide honest, transparent answers and a meaningful apology, upholding the "Duty of Candour."
Promoting a learning culture: 
Show tangible evidence of change. Use language like: "As a result of your complaint, we have updated our XXXX protocol."
These practical checks are designed to be easily implemented to ensure your clinic remains compliant and patient-focused:
 Audit Your Policy & Documentation: 
Ensure your clinic has an up-to-date Complaints Policy that is thorough and fair. Your documentation should show the policy in action, proving it is not biased. Policies must be reviewed and updated on an agreed frequency.
Ensure EDI Compliance:
Check that your complaint process is Equality, Diversity, and Inclusion (EDI) compliant, removing barriers for any patient group seeking to provide feedback.
Evidence the "Paper Trail":
Keep detailed logs that demonstrate a systematic approach to every stage of the investigation, from initial receipt to final resolution.
Data Collection, Monitoring, and Learning: 
Make your complaints log a "working document" and ensure it includes verbal comments. Often, acting quickly on a small, addressed comment can stop a situation from escalating! Check the complaints log at the frequency stated in your policy to look for trends. For example, if logs show several complaints about a staff member running late, they may need time management support rather than discipline.
Refine Complaint & Feedback Mechanisms:
Ensure your feedback process is clear, accessible, and supports staff in gathering input. To ensure accessibility for all, verify that materials are available in formats like large font or braille. Use complaints as opportunities to review processes and strengthen patient relationships. Always document the specific changes made and ensure your standard operating processes are amended accordingly.


Partner of the Month: Jane Carroll: Solutions for HR

HCPG would like to introduce Jane Carroll from Solutions for HR, who works with our Partners and has provided this update on changes coming into effect this month.

Changes to SSP entitlement for April 2026

The Employment Rights Act brings a major change to Statutory Sick Pay (SSP) from April 2026, which could significantly impact absence management and payroll processes for employers.

SSP from day one

With effect from 6th April 2026, SSP is payable from the first day of sickness absence, where previously employees would have only been eligible for SSP on the fourth consecutive day of illness.

Where employees might have previously pushed through minor illness, this new change could encourage employees to utilise sickness absence for longer periods. It will likely also place an additional administrative burden on HR and payroll to ensure that absences are managed correctly.

Removal of the Lower Earnings Limit (LEL)

In addition, the LEL will be removed, meaning that all employees will qualify for SSP. Previously, employees were required to meet the LEL in order to be eligible for SSP, which for the 2025-2026 year was an average weekly earnings of at least £125 per week. This change means that there is no longer a threshold for eligibility.

As a result, employers with lower-paid or more irregular-hours staff will see a significant increase in SSP costs, as these employees will now be able to utilise SSP.

New method of calculating SSP

The way in which SSP is calculated will also be changing, and from April 2026, SSP will either be based on the flat SSP rate (£123.25 per week as of April 2026) or 80% of the employee’s average weekly earnings, whichever is lower.

This means employers are likely to see greater variability in SSP payments, with payroll burdened with more complex payroll calculations.

How to prepare

In recognition of these changes, employers are advised to strengthen absence management processes and tracking, and to prepare the payroll systems accordingly.


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