Office romances: a guide for employers

Workplace relationships are a part of life – whether it is friendships, family ties or romantic connections, these relationships shape the culture and dynamics of an organisation. We spend a lot of time at work with colleagues and it is no surprise that professional relationships sometimes evolve into personal ones.

According to Forbes, over 60% of adults have experienced a workplace romance. This can raise sensitive issues for employers; relationships may impact team dynamics, blur professional boundaries, create perceptions of favouritism or lead to conflict if not handled thoughtfully.

What does the law say?

In the UK, there are no laws prohibiting workplace relationships. Employees have a right to a private life under Article 8 of the Human Rights Act 1988. This means that employees have the right to have relationships with people they meet at work, or anywhere else.

However, the legal landscape has shifted following the introduction of the Worker Protection Act 2024, which amends the Equality Act 2010. This legislation places a positive duty on employers to take reasonable steps to prevent sexual harassment in the workplace and in work-related settings.

For employers, the challenge now lies in carefully balancing the management of workplace relationships with the need to respect employee’s privacy rights.

What are the risks for employers?

Power imbalances: relationships between managers and juniors can create perceptions of favouritism, even when decisions are made fairly. This can undermine trust and morale for the wider team.

Productivity: some workplace relationships can lead to gossip, jealousy, or feelings of exclusion, all which can disrupt team cohesion and productivity.

Harassment: if one party decides the relationship is no longer wanted, e.g. a breakup, any unwanted conduct of a sexual nature could amount to sexual harassment under the Equality Act 2010. This could lead to claims against both the individual and the employer.

Discrimination: if an employee is treated less favourably due to being married or in a civil partnership, this could amount to discrimination on the basis of that protected characteristic.

Regulated professions

Some regulated professions are setting new standards around workplace relationships, particularly where power imbalances and safeguarding concerns arise.

A recent report chaired by Baroness Harriet Harman KC set out recommendations for Barristers. This included a ban on sexual relationships between senior barristers and pupils, mini-pupils or those on work experience. These relationships are now to be treated as serious professional misconduct, reflecting the need to protect junior members of the profession. The report also called for formal safeguarding policies and mandatory training.

Meanwhile, the Financial Conduct Authority has taken a firm stance on workplace relationships, stating that employees must disclose their relationships in order to prevent any conflicts of interest. Close relationships within teams or reporting lines are not permitted and may give rise to non-financial misconduct, particularly where they exist within reporting lines.

These developments reflect a broader cultural shift across regulated sectors, towards formalising boundaries, protecting vulnerable individuals and ensuring accountability in professional environments.

Advice to employers

Rather than banning relationships outright, employers should focus on transparency, fairness, and proactive management. A thoughtful approach can help mitigate risks while still respecting employees’ rights.

Disclosure: encourage employees to disclose personal relationships, especially where reporting lines are involved. A clear, accessible policy can help prevent misunderstandings and protect all parties.

Culture: foster a culture where disclosure is viewed as a responsible step, not a punitive one. This helps normalise transparency and reduce stigma.

Dynamics: be alive to how relationships may affect team morale or collaboration. Address concerns early to prevent escalation.

Conflict management: where necessary, adjust reporting lines or remove individuals from recruitment or appraisal processes to maintain objectivity.

Conduct: include guidance in staff handbooks and reinforce it through training on professional boundaries, confidentiality, and unconscious bias

Policy review: regularly review and update your relevant policies, especially those related to harassment and conduct, to reflect legal developments and evolving best practices.

How we can help

If you would like help with navigating workplace relationships, our employment team are here to support you with your concerns. Get in touch today to discuss how we can assist you build policies, provide training or support with claims.