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Sometimes, romantic attachments form between employees. Data from the Office of National Statistics shows that the average working week for a UK full time employee is 36 hours, so it’s not surprising – that’s a lot of time to spend with the same people and it increases the likelihood of romantic bonds developing. But are there steps employers should be taking if romantic relationships develop within their workforce? Stacie Cheadle, Croner-i Technical Writer, looks at this below.
A concern when it comes to workplace romances is the impact they can have on workplace dynamics, and it’s important that your client considers carefully how they deal with this situation as it develops. Below, we set out our tips for dealing with workplace romances.
Have a policy
Many employers have a “Relationships at Work” policy for dealing with these situations, outlining their stance towards workplace relationships and setting out what employees can expect to happen. It can ensure the employer’s interests are always maintained, whilst balancing those of the employees.
Is banning workplace romances an option?
In terms of putting a ‘stop’ to what’s happening, whilst banning workplace relationships is possible, it’s not recommended nor practical to enforce. It could also lead to secretive behaviour, making issues in the workplace harder to manage. An alternative is to ask employees to inform HR or another when romantic relationships do develop; this is something that a relevant policy can set out.
Disclosing a relationship can be a sensitive issue, especially in its early stages, so it’s important to act appropriately. This means not asking unnecessary and probing questions, focusing only on the fact there is a relationship and the impact it could have in the workplace.
Encouraging individuals to disclosure their romantic relationships will also help to differentiate between consensual relationships and unlawful sexual harassment, presenting a better chance of protecting staff from unlawful sexual harassment in the workplace.
Conflicts of interest
These can arise, for example where a manager and a subordinate are in a relationship together. In those cases, an alternative manager should deal with operational matters such as:
- disciplinary or performance concerns
- signing off overtime
- authorising leave
- confirming pay and expenses
- reorganisations and redundancies affecting the employee
Depending on the nature of the work and the risks a romantic relationship can present, re-deployment may be an option to ensure productivity levels are maintained but only following consultation with those involved. Forcing changes to job roles and / or contractual terms simply because pf a romantic relationship is unlikely to be proportionate and could lead to claims of constructive dismissal.
Dealing with gossip
This shouldn’t be allowed to get out of hand. As well as potentially distracting staff, it can also create a hostile and unwelcoming situation and have a detrimental impact on productivity and employee relations and even lead to grievances and potentially harassment.
To prevent this, staff should be warned against gossiping or spreading harmful rumours about colleagues. Line managers should enforce these rules on a day-to-day basis and have the authority to take disciplinary action where necessary.
Break-ups
Divorce, separations and breakups can be a traumatic experience, and this is likely to be exacerbated if working together. Offering an Employee Assistance Plan (EAP) can help them through this difficult time. Some employers offer their additional leave and other support during major life events and have a dedicated Life events or Divorce and separation policy setting out what’s on offer. Your client may want to consider the same.
Sexual harassment
There is a danger that what was once consensual, or at least was perceived to be by one party, can cross over into sexual harassment if something changes, such as a breakup. Sexual harassment is defined as unwanted conduct of a sexual nature or conduct related to an individual’s sex, that has the effect of violating their dignity or creating an intimidating, hostile, degrading, humiliating or offensive environment. It includes remarks of a sexual nature, written words or physical acts, in person or via email or instant messaging. It can also occur regardless of the motivation and intentions of the alleged harasser.
Considering the duty to prevent sexual harassment in the workplace, in effect since October 2024, it is important that any Relationships at Work Policy clearly outlines expectations on appropriate behaviour. Employers should closely monitor and take swift action where there are any concerns behaviour may be deemed as sexual harassment.
