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The following article is a summary of the full checklist , available to Practical Guidance subscribers by following this link . Not yet a Practical Guidance subscriber? Sign up for a free trial here. ...
The following article is a summary of the full practice note , available to Practical Guidance subscribers by following this link . Not yet a Practical Guidance subscriber? Sign up for a free trial here...
The following is a summary of an article by Tom Spiggle, The Spiggle Law Firm Summary of AI in Employment and Regulatory Frameworks Recent years have witnessed a significant transformation in how...
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By: Julie M. Capell Davis Wright Tremaine LLP
ONCE AN EMPLOYER BECOMES AWARE OF A CONSENSUAL, romantic relationship between two employees, the human resources manager, or other equivalent professional, should meet with the employees—separately—to discuss the office relationship contract. During these meetings, the company representative should fully explain the terms of the office relationship contract to the employees and confirm that the relationship is, in fact, entirely consensual. The employer should also give the employees the opportunity to review the contract and consult with an attorney before signing it. Unlike other contracts, executing an office relationship contract will rarely involve any negotiation because it contains straightforward terms and serves overall to acknowledge the consensual nature of the relationship. Continued employment for the employees, despite their romantic relationship, is considered adequate consideration for the terms and conditions of the agreement.
First and foremost, the employees should acknowledge that their relationship is welcome and consensual.
To read the full practice note in Lexis Practice Advisor, follow this link.
Julie M. Capell is a partner with Davis Wright Tremaine LLP and works with companies across the country to meet their labor and employment needs. She provides strategic guidance by crafting policies and procedures that protect employers and minimize the risk of litigation. Ms. Capell regularly counsels clients and presents trainings and seminars on personnel policies, wage and hour compliance, federal and state disability laws, sexual harassment, retaliation, and reasonable accommodation of disabilities.
For an annotated retaliation policy, see
> ANTI-RETALIATION POLICY (WITH ACKNOWLEDGEMENT)
RESEARCH PATH: Labor & Employment > Discrimination and Retaliation > Policies and Procedures > Forms & Guidance
For state-specific anti-retaliation policies, see
> DISCRIMINATION AND RETALIATION STATE EXPERT FORMS AND CHECKLISTS CHART
RESEARCH PATH: Labor & Employment > Discrimination and Retaliation > Claims and Investigations > Forms & Guidance
For guidance on developing a workplace relationship policy, see
> COMPOSING OFFICE RELATIONSHIP / FRATERNIZATION POLICIES
RESEARCH PATH: Labor & Employment > Employment Policies > Standards of Conduct > Practice Notes
For a detailed checklist on drafting arbitration agreements, see
> MANDATORY ARBITRATION AGREEMENT DRAFTING CHECKLIST
RESEARCH PATH: Labor & Employment > Employment Contracts > Waivers and Releases > Checklists