Interventions
• Advise an employee not to date another employee if one of the two
has greater power or status within the company. Only employees of equal status should even entertain thoughts of dating each other. And no employee who is in a position to influence the work- load, compensation, or performance evaluation of another employee even indirectly should ever date that coworker. It could be a travesty if the coworker did not get a desired raise or perk during or after the relationship. If the employee did get a promotionor some type of boost to his or her career, the stigma that sleeping with the boss was a factor could follow the employee for the rest of his or her time with the company.

In counseling an employee to avoid dating coworkers who report to him, be very objective. Make no accusations or observations if you have no proof. Consider sharing articles like the following about the costs, legal and business, that can be incurred as a result of dating on the job. Note the examples from the following excerpt from StrategicHR.com specialists in human resource issues like harassment:

Sexual harassment may include sexual propositions, sexual innuendoes, suggestive comments, excessive flattery, questioning of a personal nature, repeated requests for dates, sexually oriented “kidding,” “teasing,” or “practical jokes,” jokes about gender specific traits, offensive or obscene language or gestures, leering or staring, whistling or hooting, offensive or obscene printed materials, pictures, posters, cartoons, graffiti, calendars, or e-mail messages, and inappropriate physical contact or touching of a sexual nature (e.g., brushing, patting, hugging, pinching, or shoulder rubs).

From StrategicHR.com,
“Harassment Policy,”
October 20, 2003.

• Offer a seminar or other training in sexual harassment. Interview
several vendors or consultants to find out which program most
specifically addresses the employee’s needs. Some highly active e-learning programs such as SimuLearn offer simulations of workplace situations. Be sure the program asks the employee to demonstrate that she can apply what she is learning.

• Hire an executive coach or ask a senior person to mentor an
employee who is behaving inappropriately on the job. Mentoring
should be aimed at the employee’s total development, not just at
remediating this one issue. As the employee gains confidence that
the mentor is an advocate for him in many areas of his career, he
will be more willing to take the mentor’s advice on conducting his
dating life in a more professional manner.

Taken From: 201 Ways to Turn Any Employee Into a STAR Performer