In her latest article for Business Advice, head of advisory at Peninsula HR, Kate Palmer, explains everything an employer needs to know about handling office romances among staff members.
Office relationships can present a minefield within organisations. Employers are likely to fear becoming liable when something goes wrong. In America, the introduction of “Love Contracts” deals with the potential fallout, whilst some UK companies have banned inter-office romances completely.
A 2011 study recorded that 40 per cent of workers have dated a colleague at some point, showing that this area is not so much about banning office romancesbut properly managing them.
It is within an employer’s right to ban office romancescompletely, however, this may prove impossible to enforce.
Realistically, a ban will not stop employees who want to be in a relationship from doing so secretly and this can lead to gossip and rumours circulating.
it’s important to recognise that workplace relationships can result in positive outcomes, such as an enhanced morale because employees want to go to work, and an increase in communication, creativity and energy.
However, employers should be aware of the threats they pose.
Many companies prohibit supervisors from dating direct subordinates, whilst still allowing relationships between members within the same teams.
A senior-junior relationship can result in a loss of productivity and poor performance, due to distractions both mental and emotional, and may lead to others within the team making serious complaints about favouritism.
The risks of this relationship breaking down are quite high to the business, as the two individuals will remain within the same senior-junior positions at work. This could lead to tense atmospheres and even increased absenteeism due to the emotional strain of continuing in this employment relationship.
Office romancesamong senior staff members
Employers may believe that allowing two senior managers to enter in to a relationship is unlikely to create any friction because the individuals are employed at the same job level in the business.
However, if they do break up, this close working relationship may lead to more potential problems than two workers in differing positions not only the tense, uncomfortable atmosphere which many break-ups produce, but also the issue that these employees were recruited as managers for a reason.
If one of them leaves because of the fall-out then this creates a gap within the organisation.
Kate Palmer CIPD is the head of advisory at law firm Peninsula and is a member of its senior leadership team. She joined in 2009 having held a senior HR manager's role in another large company. With a specialist background in facilities management in the NHS, Kate offers a wealth of employment law experience. She's an expert negotiator - one notable case was with the NHS's trade unions over terms and conditions in the Agenda for Change pay system.
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