Romantic relationships at work are nothing new. With many people spending a large portion of their lives at work, it’s unsurprising that friendships deepen, connections form, and sometimes relationships develop. For employers, the challenge isn’t preventing human nature—it’s managing the risks, maintaining fairness, and protecting the organisation from conflicts of interest.
This HR Insight explores the considerations around workplace relationships, the risks and benefits, and how employers can take a balanced, modern approach that protects both the business and its people.
Why Workplace Relationships Matter for Employers
Workplace relationships—whether between peers, managers and direct reports, or senior leaders—can impact:
- Perceptions of fairness and favouritism
- Team morale and trust
- Confidentiality and conflicts of interest
- Decision‑making and objectivity
- Risk of harassment or coercion claims
- Reputational damage if things go wrong
- Operational disruption if the relationship ends badly
Should Employers Ban Workplace Relationships? A Balanced View
Option 1: Prohibiting Workplace Relationships
Some organisations choose a strict approach, particularly in regulated sectors or where safeguarding is critical.
Pros
- Clear, simple rule
- Reduces risk of conflicts of interest
- Protects against claims of favouritism or abuse of power
- Difficult to enforce
- May drive relationships underground
- Can feel intrusive or paternalistic
- May damage trust between employees and leadership
A total ban is rarely practical unless there are strong regulatory or safeguarding reasons.
Option 2: Allowing Relationships with Clear Boundaries
Most employers adopt a more balanced approach: relationships are permitted, but employees must disclose them where there is a potential conflict of interest.
Pros
- More realistic and respectful of employees’ private lives
- Encourages openness and early intervention
- Allows HR to manage risks proactively
- Supports a culture of trust and professionalism
- Relies on employees being willing to disclose
- Requires consistent management and clear processes
- Can still create team tensions if not handled well
Key Risk Areas Employers Must Consider
1. Manager–Employee Relationships
This is the highest‑risk scenario.
Risks
- Power imbalance
- Perceived or actual favouritism
- Impact on performance management
- Claims of coercion or harassment
- Confidentiality breaches
- Require disclosure
- Remove line‑management responsibility
- Adjust reporting lines or decision‑making authority
- Monitor for conflicts of interest
2. Relationships Between Two Managers
Even when no direct reporting line exists, risks remain.
Risks
- Influence over decisions affecting each other’s teams
- Conflicts in disciplinary, pay, or promotion decisions
- Perception of bias at senior levels
- Disclosure to HR
- Clear boundaries around decision‑making
- Exclusion from processes where impartiality could be questioned
3. Relationships Within the Same Team
Peer‑to‑peer relationships can still affect team dynamics.
Risks
- Disruption to team cohesion
- Perceived cliques
- Impact on professionalism if the relationship ends
- Encourage professionalism and confidentiality
- Monitor team morale
- Intervene early if issues arise
What a Good Workplace Relationships Policy Should Include
A well‑designed policy should:
1. Set clear expectations
- Professional behaviour at all times
- No preferential treatment
- No inappropriate conduct at work or work events
- Particularly where a conflict of interest may arise
- Clear, confidential process for notifying HR
- Adjusting reporting lines
- Removing decision‑making responsibilities
- Ensuring fairness in performance, pay, and promotion
- Disclosures handled sensitively
- Only shared with those who need to know
- Expectations for continued professionalism
- Support available if needed
- Steps HR may take if conflict arises
- Clear link to the organisation’s dignity at work or anti‑harassment policy
- Emphasis on consent, respect, and appropriate conduct
Practical Action Plan for Employers
1. Review your current policies
Check whether your existing policies cover relationships, conflicts of interest, and expected standards of behaviour.
2. Decide your organisation’s stance
Total ban? Disclosure‑based? Case‑by‑case? Choose an approach aligned with your culture, risk profile, and sector.
3. Create or update your Workplace Relationships Policy
Ensure it is:
- Clear
- Fair
- Non‑intrusive
- Legally compliant
- Easy for managers to apply
Equip them to:
- Handle disclosures sensitively
- Manage conflicts of interest
- Maintain confidentiality
- Address inappropriate behaviour
5. Communicate expectations
Introduce the policy in a supportive, non‑judgemental way. Reinforce that the aim is fairness and professionalism—not policing people’s private lives.
6. Monitor and review
Check the policy is working in practice and update it as needed.
Need Support? We Can Help
Workplace relationships are a sensitive area, and every organisation’s needs are different. If you are a retained client, we can work with you to create or update a Workplace Relationships Policy tailored to your culture, risk level, and operational structure.
If you are not currently retained but would like expert support, The HR Team can help you design a practical, balanced policy and provide guidance for managers on handling disclosures and conflicts of interest. Contact us for dedicated support and advice on this and any other HR matter.
