HRPOL36 Personal Relationships at Work Policy Proc by Provide Community

Personal Relationships at Work Policy and Procedure

Version: V4

Ratified by: People and Culture Committee

Date ratified: 11/11/2025

Job Title of author: Director, People Partnering

Reviewed by Committee or Expert Group Staff Partnership Forum

Equality Impact Assessed by: Director, People Partnering

1. Introduction

1.1 The Provide Group aims to deliver high quality and safe services, and it recognises that this commitment to quality and safety must be reflected in the work and conduct of all its employees.

1.2 Provide recognises that employees who work together may have or form personal relationships. The purpose of this policy is to govern personal relationships in the workplace while respecting the right of all our employees to a private life. This policy does not prohibit employees from having a personal relationship with a work colleague but instead sets out guidelines for conduct within the workplace and provides a framework for managers to deal with personal relationships which may affect the business.

1.3 This policy sets out where consideration should be given, and defines what could be appropriate action to take, in matters arising from close personal relationships between people at work in order to:

• enable managers to deal promptly and effectively with issues involving close personal relationships at work, maintaining confidentiality where possible.

• ensure employees are aware of their responsibilities under this policy

• keep employees informed of the action they face if they fail to meet the standards detailed in this policy and, where appropriate, professional body standards of conduct

1.3 The purpose of this policy is to provide guidance to employees regarding personal relationships within the workplace, to avoid any actual or potential conflicts of interest or misuse of authority.

2. Scope

2.1 This procedure applies to all employees of the Provide Group For clarity, this includes:

• permanent employees

• full time and part time employees

• fixed term employees

2.2 In addition, the policy also applies to:

• contractors and agency workers

• workers engaged by the Provide Group

• Non-Executive Directors

• job applicants

Job applicants are required to declare on their application form any personal/work relationships issues as this may cause a conflict of interest

3. Key Principles

3.1 In many cases a personal relationship between staff will not interfere with work. However, sometimes a personal relationship will be or become problematic because it adversely impacts on other colleagues or negatively affects business efficiency. Personal relationships can be particularly problematic where they involve members of the same team or are between a supervisor or manager and subordinate.

3.2 This means that personal relationships are potentially a legitimate management concern. In issuing this policy, we seek to address the following, non-exhaustive, issues which may arise where there is a personal relationship:

• Lack of transparency in relation to workplace matters.

• Risks to the confidentiality of business information.

• Legal risks regarding discrimination and harassment.

• Potential conflicts of interest of those involved in personal relationships.

• Actual or perceived bias regarding recruitment, promotion, rostering, annual leave allocation, appraisals, discipline and grievance and other operational matters where staff in a personal relationship are also in a direct reporting or subordinate relationship.

• Potential for negative effect on general public perception of fairness, objectivity and impartiality.

• Embarrassment of other staff.

• Fear of favouritism by other colleagues.

• General adverse impact on team dynamics and reduction in team morale.

• Outputs may be disrupted in the event of relationship breakdown.

• Impact on the HR Department or management resources and increased legal risks in the event of relationship breakdown.

4. Responsibilities

4.1 Employees

Employees are expected to:

• Ensure that any close personal relationship at work does not interfere with, or prejudice, their employment.

• Co-operate with this procedure if a close personal relationship at work does interfere with or prejudices their employment.

• Bring to the attention of Management concerns relating to personal relationships at work

4.2 Managers (see also Manager Checklist at Appendix A)

Managers are responsible for raising awareness of this policy within their own business units and will highlight changes to their teams at meetings. In addition, they are expected to:

• Deal promptly and sensitively with issues involving close personal relationships at work

• Line managers must take steps where possible (and with advice from a member of the People Partnering Team) to ensure that employees in personal relationships are not directly or indirectly managed by the other person within that relationship, including having line management responsibility over the other on issues relating to pay, expenses, promotion, shift rostering, working patterns, appraisals etc.

• Conduct matters involving close personal relationships at work in a consistent, fair and reasonable manner.

• Maintain confidentiality where possible

• Seek advice from a member of the People Partnering Team and deal with any matter requiring formal disciplinary action in accordance with the Provide Group Disciplinary Policy and Procedure.

5. Procedure / Implementation

5.1 Recruitment & Selection Process

5.1.1 An employee who has (or has had) a close relationship with a job applicant (internal or external candidate), who applies for a post within the Provide Group, should not be involved in any aspect of the recruitment and selection process for that post. Similarly, they should not act as a referee for that person. This applies irrespective of whether the reference is for a post within the Provide Group or with an external organisation.

5.1.2 Except with the express written authorisation of the relevant Group Chief Officer, or if necessary, Group Chief Executive Officer, a person will not be appointed to any post which would result in the direct line management where there is a close relationship

5.2

Definition of Related Persons

For the purposes of this policy a “close personal relationship” can be defined as:

• a family relationship

• a business/commercial/financial relationship

• an intimate relationship and includes:

• spouse/partner

• cohabiting partners and civil partnerships.

• parent including in-laws and step-parents

• children, including in-laws and step-children

• Siblings:

➢ grandparents, grandchildren

➢ aunts, uncles, cousins

➢ those living in the same household

This definition is not intended to be exhaustive.

Given the sensitive nature of personal relationships, all employees are required to use common sense in assessing whether or not this policy is relevant to them. If an employee is unsure whether this policy applies to their circumstances, they should speak to their line manager OR member of the People Partnering Team in confidence about their situation.

This definition includes all personal relationships between any employee, regardless of whether those involved work in the same team, department, division or office, or at the same site.

5.3 Close personal relationships between an employee and a contractor and/or agency worker

5.3.1 Employees must declare to an appropriate manager all relationships of a business or personal nature with a contractor or potential contractor.

5.3.2 A close personal relationship between an employee and a contractor is not acceptable if it involves:

• an abuse of the employee’s position of trust

• a breach of the standards of propriety expected in the post

• a compromise of professional standards

• a conflict of interests.

5.3.3 Employees must conduct themselves in a professional manner at work and not authorise invoices or similar financial transactions with contractors or agency workers with whom they have a close personal relationship with

6.0 Management Guidelines (see also Manager Checklist at Appendix A)

6.1 Where a manager becomes aware that a member of their team is in a personal relationship with a colleague, they are required to treat this sensitively and, as far as possible, in confidence.

6.2 Most personal relationships should not have a significant impact on the workplace or efficiency of work. However, managers need to recognise their responsibility to all team members and to the needs of the business.

6.3 No action should be taken simply because an employee is in a personal relationship with a colleague. Only if there is an issue or risk as outlined above should action be considered.

6.4 Managers will know that they must not discriminate against an employee on various protected grounds. They should particularly consider the characteristics of sex, sexual orientation and age before taking any action as a result of a personal relationship. For example, it should not be assumed that the more junior person in a couple will be transferred out of a team, as this could be indirectly discriminatory.

6.5 Managers should be aware that conduct directed towards a colleague for personal reasons may be unwanted and that, in some circumstances, this could amount to unlawful harassment for which the employer could be liable. Provide will take any grievances (formal or informal) very seriously and investigate these without delay. Managers should escalate any complaints of this nature to a member of the People Partnering Team as soon as possible.

6.6 Any information regarding personal relationships is confidential and likely to be protected under data protection laws. Managers are reminded about their data protection obligations under the law and Provide’s Data Protection Policy (IGPOL31), including ensuring the security of such information.

6.7 Managers are also reminded that we have a duty to protect the health and safety of our employees and that this includes mental health. If a manager has concerns regarding the health impact of a personal relationship on an employees they should bring this to the attention of a member of the People Partnering Team without delay.

6.8 Given the highly sensitive nature of personal relationships, managers should seek the assistance of the People Partnering Team before dealing with any issues which may arise. They should also ensure that a formal note is taken of any meetings to discuss personal relationships.

7.0 Conduct of those in personal relationships

7.1 Any employees who are in a personal relationship are expected to conduct themselves in a professional manner at work at all times in respect of such relationship. This means being considerate of the feelings of their other colleagues in their day-to-day dealings and being discreet in any discussions regarding their private life within the workplace. Public displays of affection are inappropriate in the work sphere.

7.2 Our equipment and resources are provided for work purposes only. Any inappropriate use in furtherance of a personal relationship will be treated as a disciplinary matter.

7.3 Our confidentiality rules continue to apply regardless of any personal relationship. Employees ensure that they protect all confidential and commercially sensitive information from unauthorised disclosure.

7.4 Where the personal relationship involves those in a direct [or indirect] reporting line or in manager/subordinate roles, both parties are required to disclose this by informing the HR Department, in confidence, as soon as reasonably practicable. While there is no formal requirement for employees who are not also in a manager/subordinate relationship to disclose any personal relationship, they should consider whether it may be appropriate to inform their line manager in any event or whether, having regard to their general duties of good faith towards their employer, they do so in relevant circumstances. For example, if there is a risk of a conflict of interest or perceived conflict of interest arising.

7.5 As a matter of policy, colleagues who are in a personal relationship should not also be in manager / subordinate roles in the workplace. Where such a personal relationship arises, both parties are required to inform their line manager, who should speak with a member of the People Partnering Team in confidence, as soon as reasonably practicable. We will then liaise with those involved to agree a plan to minimise the impact of the personal relationship on the business. This is likely to involve transferring one or both of the partners from their current role. This will only be done in consultation with those affected. If this is not possible for operational reasons, then we will consider putting in place appropriate safeguards to ensure transparency and fairness.

7.6 Failure to disclose a personal relationship as required by this policy will be treated as a disciplinary matter and, subject to investigation, could result in disciplinary action, up to and including dismissal.

8.0 Discrimination, harassment and other policies

8.1 All employees are reminded that they are subject to our policies on Inclusion and Diversity HRPOL23, Dignity at Work HRPOL30 and Data Protection Policy IGPOL31 and that breach of these policies may result in disciplinary action, up to and including dismissal.

8.2 We are committed to providing a workplace which is fair and equal. Nobody will be disadvantaged, discriminated against or otherwise subjected to a detriment because they are in a personal relationship. Any employee who has concerns about their treatment should raise this informally with their line manager in the first instance (if appropriate) or otherwise use the formal grievance procedure.

8.3 We will not tolerate any form of harassment of our employees and will take any allegations extremely seriously. Employees are reminded to consider their legal obligations towards colleagues. These may be especially pertinent at the beginning or end of a personal relationship, when professionalism and discretion will be particularly important.

9. Monitoring and Review

9.1 This policy will be reviewed at least every 4 years in line with the Policy for the Management of Procedural Documents, or more frequently in line with any requirements relating from legislative changes.

9.2 Review will be undertaken by a CIPD registered member of the People Partnering Team and monitoring will be conducted in respect of policy outcomes. The need for improvement or clarification may be identified as lessons learnt, through using the process and where appropriate amendments will be made.

Appendix A: Manager Checklist

Appropriate action must be taken to ensure the relationship has no detrimental effect on individuals working for the Provide Group

Managers should consider:

• Are any employees likely to be made uncomfortable in their dealings with either employee because of the personal relationship?

• Is a personal relationship seen to offer an advantage or disadvantage to anyone involved?

• Is the relationship potentially interfering with performance?

• Is the relationship potentially having a negative effect on the workings of a team?

Managers should seek further advice from a member of the People Partnering Team, as appropriate.

1.0 Redeployment

Redeployment could mean a move to a different section or department for one, or both, of the employees, either within the same workplace, or involve a move to a different location depending on the options available at the time

Should a situation arise where the Personal Relationships at Work procedure requires implementation, one, or both, of the employees in the relationship may be required to be redeployed to a different job role. This may not necessarily require a change of work base.

Wherever possible the redeployment should be to a post on the same terms and conditions as the employee’s current post. Therefore, of the employees involved in a particular situation, the Provide Group is likely to consider redeploying the employee whose skills, experience and knowledge could be more easily deployed elsewhere.

Where there is evidence that a personal relationship is having a detrimental effect, the manager may wish to consider alternative arrangements in discussion with the relevant employee(s). A meeting will be held with the employees to discuss the situation and the possibility of redeployment. Present at this meeting will be:

• an appropriate senior manager not involved in the relationship - where possible the manager will be more senior than both employees

• a member of the People Partnering Team

The employee will be allowed sufficient time to make necessary arrangements in the event of a change of location.

Consideration will be given to any other solutions suggested by the employees that would resolve the situation. However, if these are not possible to implement, then transfer arrangements will commence.

Should the employee refuse to be redeployed, then dismissal of one, or both, may be considered.

2.0 Dismissal

This action should be taken only as a last resort and where an alternative arrangement cannot be found and will depend on whether the sanction of dismissal is considered within the range of reasonable responses available at the time of the decision. Dismissal will only be considered where the actions of either one or both parties concerned has adversely affected the operation of any function within the Provide Group, or where a redeployment cannot be facilitated

The guidelines of the company’s Disciplinary Policy and Procedure HRPOL16 should be referred to in such situations.

3.0 Safeguarding Concerns

This policy does not cover relationships with a child/young person or vulnerable adult client whom an employee meets as a result of their employment. Such a relationship is considered a safeguarding matter.

To safeguard those using the Provide Group services, as well as those providing their care, the Provide Group will take steps to ensure that individuals in personal or family relationships are not involved in the care of the same individual or group of individuals.

Exceptional circumstances may exist where the provision of care requires prioritisation over existing relationships. In such situations, professional guidance must be followed.

Appendix B: Equality Impact Assessment Template

EQUALITY IMPACT ASSESSMENT

TEMPLATE: Stage One: ‘Screening’

Name of project/policy/strategy (hereafter referred to as “initiative”):

HRPOL36 Personal Relationships at Work

Provide a brief summary (bullet points) of the aims of the initiative and main activities:

This policy sets out where consideration should be given and appropriate action taken, arising from relationships between people at work in order to ensure such relationships do not adversely affect the service provision, or its management arrangements, or cause other employees to feel embarrassed and/or excluded in their own workplace

Project/Policy Manager: Director, People Partnering Date: August 2025

This stage establishes whether a proposed initiative will have an impact from an equality perspective on any particular group of people or community – i.e. on the grounds of race (incl. religion/faith), gender (incl. sexual orientation), age, disability, or whether it is “equality neutral” (i.e. have no effect either positive or negative). In the case of gender, consider whether men and women are affected differently.

Q1. Who will benefit fromthis initiative? Is there likely to be a positive impact on specific groups/communities (whether or not they are the intended beneficiaries), and if so, how? Or is it clear at this stage that it will be equality “neutral”? i.e. will have no effect on any group.

Neutral, the policy applies to all employees of the Provide Group.

Q2. Is there likely to be an adverse impact on one or more minority/under-represented or community groups as a result of this initiative? If so, who may be affected and why? Or is it clear at this stage that it will be equality “neutral”?

Neutral

The application of a rule or policy on relationships, which can be shown to have a disproportionate and adverse impact on one sex, may amount to unlawful indirect sex discrimination, if the rule cannot be shown to be justifiable. The Provide Group will therefore treat both employees in a similar way irrespective of gender or level of seniority.

Q3. Is the impact of the initiative – whether positive or negative - significant enough to warrant a more detailed assessment (Stage 2 – see guidance)? If not, will there be monitoring and review to assess the impact over a period time? Briefly (bullet points)

give reasons for your answer and any steps you are taking to address particular issues, including any consultation with staff or external groups/agencies.

No further assessment needed.

Guidelines: Things to consider

• Equality impact assessments at the Provide Group take account of relevant equality legislation and include age, (i.e. young and old,); race and ethnicity, gender, disability, religion and faith, and sexual orientation.

• The initiative may have a positive, negative or neutral impact, i.e. have no particular effect on the group/community.

• Where a negative (i.e. adverse) impact is identified, it may be appropriate to make a more detailed EIA (see Stage 2), or, as important, take early action to redress this – e.g. by abandoning or modifying the initiative. NB: If the initiative contravenes equality legislation, it must be abandoned or modified.

• Where an initiative has a positive impact on groups/community relations, the EIA should make this explicit, to enable the outcomes to be monitored over its lifespan.

• Where there is a positive impact on particular groups does this mean there could be an adverse impact on others, and if so can this be justified? - e.g. are there other existing or planned initiatives which redress this?

• It may not be possible to provide detailed answers to some of these questions at the start of the initiative. The EIA may identify a lack of relevant data, and that data-gathering is a specific action required to inform the initiative as it develops, and also to form part of a continuing evaluation and review process.

• It is envisaged that it will be relatively rare for full impact assessments to be carried out at the Provide Group. Usually, where there are particular problems identified in the screening stage, it is envisaged that the approach will be amended at this stage, and/or setting up a monitoring/evaluation system to review a policy’s impact over time.

Further information:

Useful Websites

www.equalityhumanrights.com Website for new Equality agency www.employers-forum.co.uk – Employers forum on disability www.disabilitynow.org.uk – online disability related newspaper www.womenandequalityunit.gov.uk – Gender issues in more depth www.opportunitynow.org.uk - Employer member organisation (gender) www.efa.org.uk – Employers forum on age www.agepositive.gov.uk – Age issues in more depth

EQUALITY IMPACT ASSESSMENT

Page 15 of 15