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Office Romance: A Legal Perspective (Part 2)

by Stephen J. Cabot, Esq. and Michel Lee, Esq. of Harvey, Pennington, Herting & Renneisen, L.L.C.

This is the conclusion of MWorld's two-part series on Office Romance. Click here for Part 1 of the series.

Most office romance problems stem from the sometimes unfortunate symptoms of excessive ardor or love gone awry. The best way to address those symptoms is to deal with them directly and individually. That is why it is important to have a clear, written employee fraternization policy. The policy should:

State that dating and interpersonal relations that are entirely welcome, voluntary, and consensual are not prohibited, but that employees so involved are expected to behave professionally at all times. Make it clear that displays of affection and conduct or speech in the workplace that is romantic or sexual is not acceptable. Advise employees that personal arguments should be left at home. Cogently and firmly communicate the policy against sex discrimination and sexual harassment to all personnel, both verbally and in writing.

In setting forth the policy against sexual harassment, describe unacceptable behaviors in detail:

  • Employees must be informed that anyone who pressures another to unwillingly participate in an intimate social relationship or who threatens or takes action against another employee for declining to participate in such a relationship has violated company policy.
  • Note that sexual harassment may involve individuals of different or the same gender.
  • Provide an internal grievance procedure whereby employees can raise sex discrimination and harassment complaints without fear of retaliation.
  • Once a charge has been made, thoroughly investigate the matter and, if called for, take prompt responsive action.

Make one important exception to the fraternization tolerance policy -- dating or intimate social relationships between individuals who have a direct reporting work relationship must be proscribed. Supervisor-subordinate involvements are especially apt to influence people's business judgment. This type of situation is also far more likely to result in a discrimination action against the employer. Affairs between supervisors and subordinates are prone to destabilize the larger work unit involved by raising resentment among other employees and creating the perception of preferential treatment.

Note that enforcement can be the unexpected legal trap of anti-fraternization policies. If enforcement is not consistent, or if it impacts more negatively on a legally protected class, the employer can be sued for discrimination.

Conclusion

Employers should devise fraternization policies that:

  • Help safeguard against their legal liability
  • Maintain professional, productive and discrimination-free work environments

However, sweeping rules against interpersonal relationships are ill-advised and, ultimately, ineffectual. Employees will follow their own hearts (or libidos), irrespective of employer dictates.


Stephen J. Cabot is chairman of the Employment Law & Labor Relations Department of the Philadelphia-based national law firm of Harvey, Pennington, Herting & Renneisen, LTD. He is the author of the bestselling book Everybody Wins! Michel Lee is an associate in the New York office.

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