The University recognises that personal relationships may exist between colleagues.
The Personal Relationships Policy requires certain relationships to be disclosed where they may create actual, potential or perceived conflicts of interest.
As a manager, Director or Dean, you may be required to consider a disclosure and complete the Staff-to-Staff Relationship Risk Assessment (Appendix B).
The purpose of this guidance is to support a consistent, fair and proportionate approach.
Your Role
When a disclosure is received, your role is to:
- consider whether any conflict of interest exists;
- assess whether any management arrangements are required;
- complete Appendix B;
- identify any necessary safeguards;
- seek advice from HR where required;
- ensure appropriate confidentiality is maintained.
You are not being asked to approve or disapprove of the relationship.
Your focus should be on the professional implications arising from the relationship.
Key Principles
When managing disclosures:
- approach the discussion professionally and without judgement;
- focus on professional responsibilities rather than personal circumstances;
- consider both actual and perceived conflicts of interest;
- ensure decisions are proportionate;
- maintain confidentiality;
- protect the interests of both individuals and the wider University community.
Most disclosures can be managed effectively through transparency and appropriate safeguards.
Completing Appendix B
Appendix B requires managers to consider whether the relationship creates conflicts of interest in areas including:
- recruitment and selection;
- promotion, reward and recognition;
- annual review processes;
- workload allocation;
- approval of travel, conferences and expenses;
- performance management;
- formal employment procedures;
- other supervisory or management activities.
For each area identified, managers should consider whether:
- an actual conflict exists;
- a future conflict could arise;
- a reasonable person could perceive a conflict.
Where conflicts are identified, managers should record how these will be managed.
Identifying Conflicts of Interest
A conflict of interest does not require misconduct to have occurred.
The question is whether personal relationships could influence, or appear to influence, professional judgement.
Consider:
Decision-Making Authority
Does one individual have authority over:
- recruitment?
- promotion?
- workload allocation?
- performance management?
- access to opportunities?
Financial Decisions
Can one individual authorise:
- expenses?
- conference attendance?
- professional development funding?
- overtime?
- additional payments?
Formal Processes
Could either individual be involved in:
- grievance procedures?
- disciplinary matters?
- Capability processes?
- investigations?
Professional Influence
Could colleagues reasonably perceive:
- favouritism?
- preferential treatment?
- unfair access to opportunities?
Perception can be just as important as actual influence.
Examples of Management Actions
Depending on the circumstances, actions may include:
- changing reporting lines;
- reallocating annual review responsibilities;
- removing involvement in recruitment decisions;
- appointing an independent manager;
- reallocating approval responsibilities;
- introducing additional oversight arrangements.
Not every disclosure will require formal management action.
The response should always be proportionate to the identified risk.
Maintaining Confidentiality
Information relating to disclosures should be shared only with those who have a legitimate need to know.
Managers should avoid unnecessary discussion of the disclosure with colleagues.
Completed assessments should be:
- sent to the relevant HR Business Partner;
- copied to the staff member concerned; and
- retained in accordance with University processes.
When Circumstances Change
Managers should recognise that relationships and organisational structures may change over time.
A disclosure that presents little risk today may require further consideration if:
- reporting lines change;
- individuals move roles;
- promotion occurs;
- management responsibilities increase;
- Organisational restructures occur.
Where circumstances change significantly, a review of the assessment may be appropriate.
If Concerns Arise
Occasionally, managers may become aware of a relationship that has not been disclosed.
Where this occurs:
- do not investigate independently;
- seek advice from the relevant HR Business Partner;
- consider whether a conflict of interest may exist;
- ensure concerns are addressed promptly and fairly.
Failure to disclose relationships that fall within the scope of the policy may result in formal action under relevant University procedures.
Manager Reflection Questions
When completing the assessment, ask yourself:
Would an independent observer consider these arrangements fair?
Could other staff reasonably perceive favouritism?
Would I be comfortable explaining these arrangements to an external auditor or investigator?
Are sufficient safeguards in place to protect both individuals and the University?
Have I considered both actual and perceived conflicts of interest?
If uncertainty remains, seek advice from HR before finalising the assessment.
Submission of the Assessment
Once completed, Appendix B should be:
- shared with the staff member;
- forwarded to the relevant HR Business Partner; and
- retained in accordance with University procedures.
Remember
The purpose of disclosure is not to regulate personal relationships.
It is to ensure that University decision-making remains transparent, fair and free from inappropriate influence.
Early disclosure, open discussion and proportionate management arrangements help protect both individuals and the integrity of University processes.