workplace dating is wrong
The break-up of a relationship is bad enough, without the added complication of having to see the person every day, risking your emotional wellbeing, job performance and professional identity, potentially damaging the dynamics of your team, and breaching company policies. Many employers will have experienced the fall-out of a workplace romance gone bad — when workplace dating is wrong colleagues have been in a consensual romantic or sexual workplace dating is wrong that ends.
Byrne had always been interested in romantic relationships between colleagues, and its effect on wellbeing and workplace dynamics. Discovering workplace dating is wrong paucity of research on the topic, she conducted a qualitative study of failed workplace romances using Interpretive Phenomenological Analysis. Some described it as the most difficult period of their lives. In many break-up scenarios that play out in the workplace, datong challenge for the two employees is how to control their emotions at work.
Of further detriment to the professional identity of women involved in a workplace romance is the sexual double-standard. In one circumstance the wroong relationship partners were working in a team situation, in different states. In essence, embodying professional archetypes about what a manager is and what professional behaviour in the workplace is. The damage is rarely confined to the two employees who were in the relationship.
A relationship break-up can also have a detrimental effect on work performance, whether or not the former partners work together. The breakdown of an office wtong often affects co-workers, and can be socially divisive in a workplace. More dangerous is where one of the former partners deliberately harms the other, for example by discussing intimate aspects of the relationship and break-up with colleagues including lascivious sexual details.
She was sitting there in a meeting with him and she workplace dating is wrong it took every ounce of concentration to not allow her anger to show through. Both during and after the relationship, the employees should be formally workplace dating is wrong not to allow their personal biases to interfere with their professionalism. After the relationship has ended, there is a heightened risk of discrimination and bullying claims.
Do not drive past their house. Remove photos, remove reminders of this person. Byrne explains that stimuli, whether visual or audio, will trigger an emotional reaction, so every time the two employees interact, the painful or destructive emotions are potentially reactivated. As a result, it may be appropriate for the employer to facilitate a temporary separation of the two employees, ideally with their consent. Separating the two employees, even by one floor or into a different work area, might make it easier for them to move on emotionally.
The employer must take care not to cause detriment to either party, such as demoting one of them, removing responsibilities without their agreement, or making it difficult for them to achieve their work goals. Some employees may self-select and leave the organisation, but employers must not discriminate against one or both of the employees because of their relationship or its datting. Byrne recommends that employers have clear policies about conflict of interest which explicitly address appropriate and inappropriate relationships in the workplace, in the context of power dynamics and hierarchical reporting structures.
Workplaec of interest should always be disclosed early, and managed openly, with the supervision of a more senior manager. Byrne notes that part of the problem is both the employees and the employer understanding the wor,place of the relationship, and determining at what stage a relationship has started. Byrne gave the example: For many employees, flirtatious behaviour and drunken banter at a workkplace function can lead to sexual conduct that is workplacw wanted, or unwanted sexual harassment.
If employers do not make their expectations clear — both in terms of what behaviour is acceptable, and when and where the policies apply — staff will have no guidance, and employers will struggle to police any bad behaviour. This is particularly important when two employees have been in a sexual relationship. Of course, in the workplace, this could amount to sexual harassment, bullying or other forms of misconduct. Employers must make clear that at work, including work functions, interstate conferences, work at remote locations, and during travel itself on planes, in airline loungesthe same standards of behaviour are expected.
Employers must also make clear that sexual harassment is never acceptable, even when the two people were previously in a relationship. Many regretted their lack of foresight. Education could include the potential negative ramifications of workplace romance, the laws of sexual harassment and bullying, and how to handle interpersonal conflict. At Worklogic we are commonly workplce to run a mediation between two employees who were previously in a relationship.
Byrne agrees that this is a very constructive move by employers:. All employers should offer some sort of employee assistance program or counselling. An EAP service, or even a confidential chat with HR if that sort of relationship existscan go a long way to assisting the two employees through their break-up. This may seem beyond the call of duty for the employer — it is, in effect, assisting the employees with their personal ix — however it is for the good of the workplace as a whole.
Byrne says that counselling can assist the employees to manage their own emotional reactions and also to understand and speed dating busan personal and professional boundaries in the workplace. Specialised training can even be offered to highly valued employees. These techniques may seem obvious or simple, but many people are not used to experiencing overwhelming emotion at work, employers can assist them with strategies to deal with it.
We all know that a personal crisis can have an impact on work performance. Employers should be prepared for this, and manage it sensitively. She recommends that employers respond empathically and demonstrate their understanding through offering additional support.