From Kiss-Cam to Courtroom: The Hidden Dangers of Office Romance for CEOs and HR
When the Astronomer CEO and Chief People Officer appeared on a kiss-cam at a Coldplay concert, their relationship became a viral scandal—and their jobs vanished almost instantly. At Nestlé, a CEO was forced out after someone used the Speak Up tool to report an undisclosed relationship with a subordinate. That shows the stakes beyond gossip: unchecked office romance can expose organisations to sexual harassment claims, break trust, and breach Australia’s positive duty under the Sex Discrimination Act to take “reasonable and proportionate measures” to prevent harassment.
Office romance isn’t unlawful. It’s also common—up to half of Australian employees may experience it during their career. But it brings real risks: conflict of interest, perceived favouritism, damaged workplace dynamics, or even hostility if a relationship ends badly, potentially escalating to harassment or legal intervention
Here’s what HR can do:
1. Define the policy clearly.
Banning relationships is unrealistic and often counterproductive. What matters is clarity. State when disclosure is required—particularly if there is a reporting line or power imbalance. Specify who employees should notify, and outline what changes may follow, such as restructuring reporting lines or reassigning duties. A transparent policy protects both individuals and the organisation.
2. Train for consent and its withdrawal.
Romance at work can quickly cross boundaries if consent is ignored or withdrawn. Regular training should go beyond technical compliance. Focus on respect, professional conduct, and what harassment looks like in practice. Link this to the positive duty under the Sex Discrimination Act: employers must take reasonable steps to prevent harm, not just respond once it occurs.
3. Create safe reporting pathways.
Employees need to know they can raise concerns without fear of retaliation. Confidential and accessible options are essential. Consider independent, trauma-informed tools like SafeSpace@elevate that allow anonymous or supported reporting. Staff are more likely to come forward if they trust the process will be fair and culturally safe.
4. Act quickly on conflicts.
When relationships create conflicts of interest, move decisively. Reassign roles or change reporting lines to avoid perceptions of favouritism. Monitor the workplace climate—rumours, open displays of affection, or targeted bullying can erode culture fast. Address issues early to prevent escalation.
5. Prepare for fallout.
When relationships end badly, tension often seeps into the workplace. That can lead to harassment claims, grievances, or formal investigations. HR should intervene quickly, provide support for affected staff, and keep detailed records of actions taken. A proactive response shows the organisation is meeting its legal duties and protecting staff.