Consensual Relationship Agreement: A written agreement or contract in which the romantically involved parties acknowledge and adhere to specific guidelines in the workplace (Hellriegel/Slocum p 65). I have not worked for a company that had such an agreement. Matter of fact, reading this case study on Diversity Competency in the Organizational and Behavior text was the first I’ve heard of it; however, I personally have had a workplace romance. Several of my close married friends met their significant other in the workplace. Articles online specific to CRA’s declared they have only been around for six or seven years (Higher Education WebBlog, Consensual Relationship Agreement 5/23/2011) and 75% of employers do not have a policy on workplace relationships (Employment Law Alert, The Importance of a Workplace Romance Policy, 5/2/2011). Where it can be the epitome of distraction, it seems the healthcare industry is swarming with office romances. Many of these romances are temporary with harsh endings. A great employee might not want to continue working for an employer if an office romance went sour. This alone would be a strong argument for a Consensual Relationship Agreement. The text identifies the following guidelines in a CRA (Hellriegel/Slocum p 65):
 Their relationship is voluntary and consensual
 They agree to abide by the employer’s antidiscrimination, antiharassment, and workplace conduct policies.
 They promise to report any perceived harassment to management, if it occurs.
 They agree to behave professionally and not to allow the relationship to affect their performance.
 They agree to avoid behavior that offends others in the workplace.
 They agree not to engage in favoritism.
Indeed most relationships begin voluntary and consensual. I believe this guideline is completely understood and acceptable. Employers enlist in antidiscrimination, antiharassment, and workplace conduct differently. The bottom line in this guideline is to follow the golden rule: treat others as you want to be treated. Harassment specifically can come into play in a workplace relationship so it is important to specifically define this guideline. Should one party become jealous when the relationship experiences turmoil, could cause for one to file a sexual harassment complaint. Reporting such misconduct to management might not hold as concrete reasoning if other peers are aware of the workplace relationship. This example situation could quickly become detrimental with a fuming jealous employee wanting to seek further action on the sexual harassment ignored by the manager. When in actuality, this action would only hurt the employee who is jealous.
Behaving professionally is a given. We are all expected to conduct ourselves in a professional manner in the workplace; however, the catch in this guideline is “not allowing the relationship to affect performance.” Referring back to the earlier example, quality performance could be at risk when the workplace relationship is undergoing turmoil. Personal lives can be a distraction. It would be hard to leave your personal problems at home when they follow you to work.
An example of an offending behavior is open displays of affection. This behavior should never occur in the workplace. It could absolutely be offense, distracting; the environment is not suitable for such activity. Agreeing not to engage in favoritism is another guideline that occurs in healthcare pretty commonly. Physicians will favor nurses or technologists who they fancy. This is extremely offensive to the nurse one doesn’t fancy and this usually results in many complaints to administration. If a Physician and a Nurse or Technologist is involved, I agree this guideline is of importance. Of the six guidelines listed in the text, this one specifically stands out the most in my current industry.
I was surprised there was no mention of a “continuation of employment” guideline. Meaning the parties consent to continuing to work for the employer should the relationship fail. Referring to healthcare, many Physicians bring patient volumes up based on reputation, experience, and specialty. Should a relationship go sour and the Physician decide to leave an Ambulatory practice or Hospital, this could have revenue repercussions. Perhaps additional CRA guidelines are implemented per industry and organization.
Consensual Relationship Agreements, like Fraternization Policies, I find difficult to process. It would be difficult for an organization to gain popularity when asking employees to not be friends, develop romantic feelings, or start a relationship. I do understand preventing any negative impacts to an organization due to a failed relationship. How does an organization, employer, or manager determine when two people have become involved? Office gossip can be cause people to jump to conclusions and assume two friends are involved, when in reality it is just a friendship. Ethically, does an employer have the right to sit down with both parties and present a CRA without first asking? I then raise the question when the employees are asked, if there isn’t any documented policy of office romance in the employee handbook, is that allowed? If the two parties questioned are involved, what consequences would apply if they didn’t own up to the romance?
Ethically, the employer ultimately wants to protect itself. I can see where a Supervisor /Subordinate relationship would have the most impact from a workplace romance of the two parties involved and third parties who might feel favoritism is playing a role in any delegation of tasks and duties. Another ethical concern is the Supervisor in the workplace relationship might cover up mistakes by the subordinate. The Supervisor might also manipulate performance data in favor of the subordinate. Rules could be bent, rewards could be given, and the subordinate could have a new iPhone when everyone else has an old blackberry. These examples would all be ethical principles employers should be concerned with.
A company or employer might agree to reassign one member of the workplace relationship to a different team, location, department as a means to work with the couple instead of against. The couple should also agree to always remain professional at work when dealing with customers, vendors, and other professional relationships. This might help eliminate the third party concern. If the subordinate member of the workplace romance confides negatively in confidence to another teammate about the Supervisor and significant other, this could complicate the third party relationship. The third party might feel they know something that is inappropriate and is causing judgment or a work place distraction. This is inappropriate behavior for any workplace.
Sexual harassment can come in the form of verbal comments and physical contact imposing upon a workplace relationship. Visual harassment such as pictures, writings, and invitations, staring at employee’s anatomy, sexual oriented gestures and sexual favors all represent a serious form of workplace aggression and employer concern (Hellriegel/Slocum p53). In healthcare, it isn’t uncommon for Technologists and Nurses to transfer to different departments when a workplace relationship begins. I commend this action and feel it is most appropriate in the respect of peers and the employer. Since this industry is often the forefront of public communication on personal family matters, it is important that the patients never see or sense a workplace romance. This could raise grave concern if the proper care and attention is being provided, if the practitioner is focused on quality care, and treating the patient with undivided attention. Clinical staff needs to be mindful of physical contact with patients and patient’s family. Naturally, it is easy to offer a tender touch or hug when delivering concerning or bad news; however, the professional manner must not be compromised as it could give the wrong impression. If a patient family member felt any member of the clinical staff was too forward, flirting, or speaking inappropriately, this could be a means of sexual harassment.
My current organization has a well-documented policy on ethical behaviors and expectations. The mission statement and organizational values clearly define what is expected at work. Good Help To Those In Need does not mean date your patient or your patient’s family; but we do not have a CRA. The organization prides itself upon its founding members and reminds the public often of its core principles of Respect, Justice, Integrity, Compassion, Quality, Innovation, Stewardship, and Growth. We are reminded daily of Three Steps of Service in 1) using the person’s name and speaking in a warm and sincere greeting 2) Anticipation and fulfillment of each person’s needs and 3) Seamless service for every person, every time. The service experience is defined as “moments of good help happen through the service of a competent, healing, and trustworthy team. We form caring relationships. We place you at the center of our attention. We touch your heart. We serve your spirit. We show you how sacred you are to us.” (Bon Secours). Clearly, providing healthcare is personal. It is critical not to cross the line with so much at stake.
Where I have come around to understanding the reasons behind having and implementing consensual relationship agreements, I feel it will be extremely difficult to exclude workplace relationships all together. We spend 75% of our week at work. That is a lot of time to be with coworkers and vendors. Naturally, professional relationships will form and in order to be successful the expectations should be clearly defined. My company has a no gift policy. Gifts are considered unethical and it is explained during orientation and documented in our employee handbook that it should be immediately reported to management. Having this reference for employees outlining acceptable behavior is key.
I’m not sure there is an alternative to a CRA at this time, besides not having one. As a single professional who has been career focused for the last fifteen years, I have made many strong professional relationships based on numerous working hours on projects and travels. Often times, personal information is shared like what football team I favor, to places I’ve traveled, to my education goals, and sometimes what’s happening with my family. Small talk is necessary to feel closer to someone and often such small details can enhance the professional relationship. There are boundaries and I think its common sense that define them. If the interest isn’t reciprocated, or the relationship isn’t worth the employment risk, the couple should discuss it privately on non -working hours. Hopefully, then the professional relationship can continue with any awkwardness.
For my “X” generation, employment longevity and employer/employee investment isn’t what it used to be (Hellriegel/Slocum p 50). It wasn’t uncommon for the “Mature” and “Baby Boomer” generation to spend 15 plus years with a company. With the state of the economy and the technology advances, many industries are undergoing layoffs. I’m thankful to work in healthcare as it is an industry that will continue to be present; however, the means in which care is provided differs. Ultimately, I conclude if a workplace relationship develops into long term commitment, one party should change employment. This avoids putting the employer in the position to deliver a CRA and avoids any third party concerns. It is best for the couple and it is best for the employer.

Reference
Bon Secours (2012), Mission and Outreach, BonSecours.com, Retrieved 21 Jan 2012 http://www.bonsecours.com/about-us-mission-and-outreach.html

Bosse, Debopriya (2011). Relationships in the Workplace, Buzzle.com,
Retrieved 19 Jan 2012, from http://www.buzzle.com/articles/relationships-in-the-workplace.html

Hellriegel, D., Slocum, J. (2011). Organizational Behavior. (p. 50, 53, 65). Mason, OH: South Western, Cengage Learning.

Jones, Lester (2011). Consensual Relationship Agreements, Higher Education WebBlog, Retrieved 20 Jan 2012, from http://www.kelloggforum.org/consensual-relationship-agreements/

Lady, EvilHR (2012). Office Gossip, EvilHRLady.org, Retrieved 19 Jan 2012, from http://evilhrlady.org/

Riccobono, Michael J. (2011). The Important of a Workplace Romance Policy, Employment At Law Alert, Retrieved 20 Jan 2012, from http://www.employmentlawalert.com/2011/05/articles/policieshandbooks/the-importance-of-a-workplace-romance-policy/