We have two supervisors who appear to be in relationships with subordinates. How do
we approach them, and what should we say?
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Here’s what you had to say:
- As many employers do, we have a nonfraternization policy that forbids personal relationships between employees if one person reports to the other or if one of the employees is in a position to influence the other’s career. (If you don’t have this kind of policy, it’s going to be tough to deal with these situations.) When we learn about a possible relationship, we meet with each party separately to establish whether there is a relationship. When we speak with the lower-ranking person, we want to be sure that the relationship is voluntary and that the person is not being harassed.
Then we work out a change that will satisfy the company and the two employees. This could involve ending the relationship, transferring one of the employees, or having one of the employees leave the company.
What’s been helpful to us is that we have discussed this policy with all of our employees, so there’s no surprise when we bring it up. — E.L.
- We have developed a formal contract that we ask the people involved in a relationship to sign. It requires them to acknowledge company policy and to state that there is no coercion, pressure, or harassment involved. They also
agree to report to HR if their feelings about the relationship change. Frankly, romance in the office is a hassle, but it can’t be ignored—it has to be managed.
— S.W.