A conflict of interest arises where a personal relationship could influence, or be perceived to influence, a staff member's professional judgement, decision-making or actions.
Managers should consider not only actual conflicts of interest but also situations where a reasonable person might perceive a conflict to exist.
The University's responsibility is to protect the integrity of its decision-making processes, maintain public confidence and ensure fairness for all students.
Types of Conflict of Interest
Actual Conflict of Interest
An actual conflict exists where a staff member is directly involved in decisions or activities that affect a student with whom they have a personal relationship.
Examples may include:
- marking or assessing work;
- acting as a personal tutor;
- supervising research;
- making progression decisions;
- participating in fitness to practise or disciplinary processes;
- approving mitigating circumstances;
- making placement decisions.
Potential Conflict of Interest
A potential conflict exists where no current conflict is present but circumstances could reasonably change in the future.
Examples may include:
- a student transferring onto a programme taught by the staff member;
- future involvement in assessment boards;
- future supervisory arrangements;
- promotion or role changes that may create direct involvement.
Potential conflicts should still be recorded and considered.
Perceived Conflict of Interest
A perceived conflict exists where an independent observer might reasonably believe that a staff member's judgment could be influenced, even if no actual influence occurs.
Examples may include:
- a student receiving opportunities not available to others;
- involvement in informal decision-making;
- access to confidential information;
- perceived preferential treatment.
Perceived conflicts can be as damaging to confidence and trust as actual conflicts and should be taken seriously.
Questions for Managers to Consider
When assessing disclosures, consider:
Professional Responsibilities
- Does the staff member currently teach the student?
- Could they teach the student in the future?
- Are they involved in assessment or marking?
- Do they have access to confidential academic information?
Influence and Decision-Making
- Can they influence academic decisions?
- Are they involved in progression, award or disciplinary processes?
- Can they influence placement opportunities?
- Can they influence employment or volunteering opportunities?
Student Support
- Do they provide pastoral support?
- Are they involved in safeguarding decisions?
- Could the student reasonably feel unable to challenge decisions made by the staff member?
Wider Perceptions
- Could other students perceive unfairness?
- Could colleagues perceive favouritism?
- Would an external reviewer consider the arrangements appropriate?
Managing Conflicts of Interest
The aim is not necessarily to remove all contact between the staff member and student.
Instead, managers should consider proportionate measures that:
- protect both parties;
- remove decision-making conflicts;
- maintain fairness;
- support transparency;
- preserve confidence in University processes.
Examples may include reallocating responsibilities, introducing independent oversight, changing reporting lines or recording the disclosure with no further action required.
A Helpful Test
Managers may find it useful to ask:
"If this situation became known to students, colleagues, a professional regulator or an external investigator, would I be confident that the arrangements were transparent, fair and appropriately managed?"
If the answer is no, further controls may be required.
Remember
The purpose of identifying conflicts of interest is not to question the legitimacy of a relationship.
It is to ensure that professional responsibilities, safeguarding obligations and University decision-making remain fair, transparent and free from inappropriate influence.
Managers should pay particular attention to conflicts of interest involving students on professionally regulated programmes where decisions relating to placement, professional suitability, fitness to practise, conduct or registration may arise.