Workplace romances may seem harmless, but they can become a serious legal and reputational risk if left unmanaged. This has never been more evident since recent footage from the ‘kiss cam’ of a Coldplay concert caught global attention when it showed footage of a CEO and an employee embracing, leading to the former stepping down.

Workplace romances

There is currently no law in the UK that prohibits consensual romantic relationships between colleagues but when those relationships cross into the territory of misconduct it can become a legal issue as illustrated by one sexual harassment case in NI which was settled for £90,000, after a workplace relationship between a senior manager and junior employee led to a harassment claim.

Dylan Loughlin, Managing Director of HR & Employment Law Consultancy, Copacetic Business Solutions, said; “Workplace relationships are natural, but they carry hidden risks. We see frequent issues around power dynamics, perceived and unconscious bias and post break up grievances – imagine working with the love of your life after everything has soured. Without the right policies, even consensual relationships can lead to constructive dismissal claims or reputational damage.”

Copacetic advises that companies introduce or update their HR policies to reflect modern working realities. This includes clear guidelines on disclosure of relationships involving reporting lines, managing conflicts of interest, harassment and consent awareness, and training for managers on handling sensitive staff issues.

With many SMEs and charities in Northern Ireland operating without dedicated HR teams, the risks are heightened. “Smaller employers often rely on informal culture, but tribunals don’t excuse lack of structure” added Dylan. “Being proactive is cheaper and safer than reacting once a grievance or claim is filed.”

Mr Loughlin has identified four red flags employers shouldn’t ignore in workplace relationships and how to resolve them.

Where one partner holds authority over the other. Employers should require disclosure of relationships involving reporting lines and consider adjusting roles or reporting structures to remove direct authority.
Relationships being kept secret from management. A culture of transparency should be promoted through confidential disclosure processes and clear policies. Normalising open communication reduces risk.
Other staff raise concerns or complaints. All complaints should be investigated impartially and findings documented. Mediation may be offered if needed, and grievance procedures must be followed.
When Breakups contribute to HR issues or absence. Support should be provided through formal channels such as occupational health or counselling, and temporary reassignments or flexible working can be explored to help de-escalate conflict.

For more information visit copaceticbusinesssolutions.co.uk

More information on the £90,000 settlement in the sexual harassment case can be found here on equality NI.