Relationships between faculty and staff or students, or between supervisors and their subordinates, can create issues when one person has more power over the other. This power imbalance can lead to perceived or real conflicts of interest, favoritism, or claims of harassment. All DEOs should review Board of Regents Policy 3.3.15 on consensual relationships and Board of Regents Bylaw 3.2.2 on nepotism.
Below are some general categories of relationships for DEOs to consider when they become aware of these relationships.
- Consensual relationships among faculty and/or staff: Faculty who are engaged in romantic relationships with other faculty or with staff are required to disclose that status to their dean’s office, which will then determine if a conflict management plan needs to be created. This requirement also applies to any temporary instructors or staff.
- Consensual relationships involving graduate student instructors and undergraduate students: Graduate students who are serving as instructors of teaching assistants in undergraduate classes should receive information on the consensual relationship policy and steps involved in disclosure when they are onboarded.
- Dual career program: UNL supports dual career hires and has a program to assist. For dual career couples, conflict management plans may be required to ensure transparency and fairness and prevent potential conflicts of interest, such as one partner supervising or evaluating the other.
- Nepotism and non-romantic relationships: Nepotism includes giving jobs or promotions to close relatives like spouses, children, parents, or siblings, either by blood, marriage, or adoption. It is prohibited by the Board of Regents, but exceptions may be made with the implementation of a conflict management plan. Unit heads should consider whether these issues will impact a faculty search or staff hire. Other non-romantic relationship issues can occur, too (e.g., when a faculty member convinces a student to perform services for free or at a reduced rate that personally benefits the faculty member or when a student is convinced to rent an apartment owned by the faculty member).
- Past relationships: Past relationships among any of these groups should be disclosed, since they can also lead to perceptions of bias or favoritism.
Details to Note
- Documentation: When a DEO becomes aware of a relationship that might create a power differential, they should document the relationship. If the relationship is expressly prohibited (e.g., between faculty and undergraduate student), the DEO should contact college leadership or the associate vice chancellor for Faculty Affairs to determine appropriate actions.
- Create a management plan: If a management plan is needed to address a relationship, the DEO should outline any shift in responsibility or supervisory authority for either party. Things to consider as part of that plan include:
- What conflicts exist within the roles of the individuals involved? These might include grading, letters of recommendation, performance reviews, or promotion evaluation.
- Are there potential professional implications for either of the individuals involved, including funding sources for research or mentoring for teaching?
- Do any potential impacts on the student’s or employee’s educational or professional development need to be considered?
- Do any academic responsibilities need to be reassigned to address this issue? Does a student or employee need to be assigned a new advisor, supervisor or mentor to safeguard their academic or professional progress?
- What documentation is needed to address this issue?
- Maintaining confidential records: Provide final written documentation to all parties. Keep notes and documents from fact-finding and development of the management plan. Share with the appropriate dean.
- Failure to disclose: Engaging in prohibited relationships, failing to disclose them, or ignoring conflict management plans can result in disciplinary actions. These range from mandatory training or written warnings to more severe consequences like suspension, demotion, or even termination of employment.
- Stay current: DEOs should revisit conflict management plans periodically (perhaps annually) to ensure they continue to appropriately address issues.
Resources
- Board of Regents Policy 3.3.15 on consensual relationships
- Board of Regents Bylaw 3.2.2 on nepotism
- UNL Faculty TipSheet: Relationships Within the Workplace
- UNL Office of Institutional Equity and Compliance
- UNL Faculty Ombuds
- UNL Conflicts of Interest/Commitment policy and program
- UNL Dual Career program
Questions about workplace relationships can directed to the associate vice chancellor for Faculty Affairs at facultyaffairs@unl.edu.