of conveying information but is also about connecting on a deeper level and demonstrating an understanding of the parent’s perspective. Schools can develop a number of reactive and proactive practices to better manage, and prevent, complaints.
Building trust through transparency One of the key elements of proactive communication is transparency. For instance, when a school faces a challenging situation, addressing it directly with parents can prevent rumours from filling the gaps. Schools can make sure comms are focused on actions taken already for a negative issue, strategies in place and anticipated impact. The key is to keep parents informed and involved, answering questions before they arise and ensuring there is no room for unnecessary worry. This can also include holding information sessions and offering one- on-one support when needed, so that parents feel heard, involved and well-informed. In addition to personal interactions, schools can provide parents with easy access to relevant online resources. These can reduce repetitive queries and allow staff to focus on more meaningful engagements. Clear FAQs, online portals for direct communication and regular updates on school events and policies can also be valuable tools in keeping parents in the loop.
Training
Handling difficult conversations requires skill and empathy. Staff at all levels should be trained to handle difficult conversations, especially when emotions are running high. Training should extend beyond leadership teams to all staff who interact with parents. Concepts like the “Trust Equation” by Charles Green (2000) can help staff build stronger relationships with parents by demonstrating credibility, reliability, intimacy and self-orientation.
Credibility is about the words we use and how those words demonstrate our credentials and honesty. Reliability is about our actions and importantly keeping our promises. Intimacy is about others feeling comfortable and safe to talk with us about difficult issues, and finally self- orientation is about where our interest and care lies, is it with us or them? Media training can also
be adapted to help support with dealing with difficult interactions.
PARENTAL ENGAGEMENT Supporting staff
Offering training that equips staff to handle difficult conversations and build trust will create a supportive culture in which staff know they aren’t facing it unprepared and parents feel heard.
Clear policies
A well-structured complaints policy is another fundamental tool for schools. Clear, concise and transparent policies outline how complaints will be handled at each stage, ensuring that both staff and parents understand the process. In addition to providing clarity on how complaints will be dealt with, these policies can also set clear expectations for parent behaviour. Just as schools establish behavioural expectations for pupils, they should also create clear guidelines for parents. These guidelines not only protect staff but also contribute to a positive school culture where interactions remain respectful and productive. Clear policies can also ensure that complaints are handled fairly and consistently, with no room for ambiguity or misinterpretation.
Communications as part of change management
Complaints, including on social media, often spike during periods of change, such as with policy updates, curriculum shifts or staffing adjustments. The key to successfully managing these transitions is clear, proactive communication through transparency and trust- building. Rather than waiting for issues to arise, schools should involve parents in the process from the outset.
A consultative approach – where parents are given an opportunity to provide input and feedback – can help reduce resistance to change and create a sense of shared responsibility for the school community.
Building relationships with MPs, local authorities, the Department for Education and parent groups in advance can prevent complaints from escalating with external parties, particularly during change. Proactive communication with these stakeholders lays the foundation for goodwill during challenging times and makes them more positively pre-disposed towards you.
Managing complaints takes a toll on staff, often leading to stress and burnout. It is vital that schools prioritise staff wellbeing and offer support systems to help staff navigate the complexities of complaints management. HR departments can play an essential role in building a supportive culture that fosters a sense of care and empathy for staff members.
Offering mental health resources, regular training on complaint management and facilitating peer support networks are essential steps in supporting staff.
Additionally, schools should consider offering third-party expertise, such as Employee Assistant Programmes (EAP) and counselling (e.g. Education Support), or legal/HR advisors can provide objective, expert support during complex cases.
Other avenues to explore are TRiM (Trauma Risk Management) as well as wellbeing practices in the workplace that provide line managers with the tools and confidence to have wellbeing conversations with people in their teams e.g. REACTMH.
The path forward
The increasing volume of complaints underscores the urgent need for a proactive, relationship- focused approach to complaints management. By communicating better with parents at all times, and especially during the complaints process, schools can transform tensions into opportunities for collaboration and relationship growth. Viewing complaints not as problems to be solved, but as opportunities to improve and enhance communication, allows schools to transform the narrative around complaints.
When communication improves, parental relations strengthen, and staff wellbeing benefits. If schools can learn from the concerns raised by parents, instead of merely reacting to them, this can lead to more positive interactions and better outcomes for everyone involved. Ultimately, proactive communication creates a thriving school environment where staff, parents and pupils are aligned, engaged and supportive of each other.
February 2025
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