Managing Relationships

Derby Homes is consulting its staff about introducing a policy on relationships in the workplace. This has attracted a great deal of media attention. Whilst I have welcomed this lively debate, I remain convinced that we are right to try to clarify this sensitive issue in consultation with our staff.

HR consultancy Croner advises, “You can’t legislate against love, but companies should consider issuing guidelines to employees on acceptable behaviour if they have a relationship with a colleague "(1). They found that nearly 20% of organisations have introduced formal policies giving clarity on personal and professional boundaries. So, other organisations have developed such policies, but not everyone has.

The aim of the procedure is not to discipline staff but to give guidance to staff so that potential workplace problems can be avoided. Derby Homes does not want to stop employees from forming friendships or relationships. We know that the social aspect of work is vitally important and that many people meet their life-partner in the workplace. However, we also recognise that personal relationships sometimes have the potential to undermine the effectiveness of our business, lead to perceived favouritism and create a difficult working atmosphere for others. This is why we want staff to come forward and make sure that we are aware of workplace relationships. All information will be treated in the strictest confidence. We are particularly concerned at relationships between junior and senior staff, and to ensure there is fairness in recruitment and promotion. Occasionally, one or both staff may have to change work locations. However, we don’t envisage this happening very often, and it would not be fair if it is always the junior member of staff that moves.

Derby Homes is responsible for looking after public funds and this policy is a sensible safe-guard to help ensure we protect our rent-payers money. HR journal, Personnel Today, warns that “UK employers without a formal office romance policy could be risking costly tribunal claims" (2).

An article on this issue appeared in Inside Housing, the magazine for Housing professionals on 16 June 2006 (3). The question was posed by a manager

‘I manage a team of five people, two of whom have begun a relationship. I’m not happy about this intruding into their work lives, is there anything I can do about it?’

In response one adviser warned against action in the circumstances described but another urged organisations ‘ to establish some ground rules among staff so that conflicts of interest are minimised…Ideally these ground rules should be written up into a policy document that all staff can access and are made aware of’

Derby Homes seeks to encourage an open, honest and fair culture at work. We are proud of our employment practices, our Investors In People status and the way we work together with Board members, tenants, staff and trade unions. Derby Homes is the first housing service in the country that has been awarded 3 stars for its services and prospects for improvement, by the Audit Commission. In their report they in particular praised our ‘strong human resource framework and effective human resource practises’(4).

The policy is still in draft form and we will be consulting with our employees about it through the recognised Trade Unions. The final decision on the policy will be made by Board members of Derby Homes at a meeting later this year.

I welcome your thoughts on this issue. Please e-mail your comments to phil.davies@derbyhomes.org. or ring on 01332 711010

Derby Homes

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