Scott Chilton was informed by the Independent Office for Police Conduct (IOPC) on Monday that he was being investigated in connection with two workplace relationships: a relationship he was in before he was constable, and a relationship he was in since starting the role.
IOPC director Derrick Campbell said in statement that the investigation "follows indications that [Chilton] may have potentially breached police standards of professional behaviour relating to honesty and integrity; duties and responsibilities; discreditable conduct; and orders and instructions.
"Our investigation, which involves allegations that he failed to disclose a conflict of interest relating to a workplace relationship before he was chief constable, began ... on 27 February.”
Relationships in the workplace are not necessarily bad, according to founder of HR consultancy Amelore, Ruth Cornish. They only become a problem when they cross a line between professional and personal life.
Cornish told HR magazine: “Organisations need to be clear what is and isn’t acceptable with regard to workplace relationships. Relationships may create a conflict of interest should be declared to a more senior manager, and no one should be in the same reporting line.”
She also warned that workplace relationships can give rise to favouritism: “Senior staff wanting to enter into a relationship with someone more junior should do so with great caution. There will always be a vulnerable party that could be treated less favourably as a result of a workplace relationship. Likewise, favouritism may impact other team members.
“All organisations strive to create an environment where everyone can thrive and flourish and personal relationships may create complications without clear rules and transparency.”
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Natasha Johnson, director of HR consultancy Organic P&O Solutions echoed this and emphasised that clear rules need to be in place to protect individuals and organisations.
Speaking to HR magazine, she said: “Without clear rules, what begins as a personal matter can quickly escalate into a major issue with significant consequences for the reputations of all concerned.
"Policies on workplace relationships must explicitly define what constitutes a relationship requiring disclosure, and consider power imbalances and conflicts of interest. In positions of authority like policing, where public trust is paramount, these policies become even more critical.”
Johnson stated that HR leaders should make employees aware of relationship policies at multiple points in the employee lifecycle, including during onboarding, in policy refreshers and in leadership training.
A statement from the Hampshire and Isle of Wight police force reads: “Scott Chilton has retired from his role with immediate effect. The police and crime commissioner, Donna Jones, has accepted his retirement, having made two mandatory referrals to the IOPC about the chief constable. ... The Police and Crime Commissioner will now start the process to recruit a new chief constable.”
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As part of the same statement, acting chief constable Sam de Reya, said: “We are here, first and foremost, to deliver exceptional policing for our communities, putting victims first and bringing offenders to justice. This will continue to be our focus, to keep people safe and make sure they feel safe across our two counties.”
Louise Rudd, who works for the Advisory, Conciliation and Arbitration Service (Acas), advised HR leaders to ensure they are following fair procedure when dealing with workplace relationships.
“Any relationship declared should be treated with confidence. HR leaders should look to work with the individuals involved to find ways to avoid conflicts of interest (e.g. where there is a direct managerial relationship, it might involve one of the parties moving teams). All involved parties should be listened to and considered fairly. If required, notes can be taken to keep record of all formal meetings held.”
Johnson added: “The consequences of inadequate policies can be severe. Badly handled cases can end in accusations of favouritism and damaged team morale. They can even cause costly legal claims and leadership crises, as we're seeing with Hampshire Constabulary. For public-facing organisations, these situations can significantly undermine public confidence.”
