HR: How to deal with in-work relationships and annual leave requests.
15 Mar 2026
Real-life HR: How to deal with in-work relationships and annual leave requests.
One of the most common discussions I have with clients is what to do when too many people want the same time off.
It’s made particularly difficult when couples share the same workplace and naturally want to take their annual leave together.
That was the issue at the centre of a recent issue I helped resolve for a client.
In this case, two employees in key operational roles were in a relationship and repeatedly requesting overlapping periods of annual leave.
On paper each request was reasonable. In practice the pattern created regular gaps in cover, pressure on colleagues and a growing risk to service delivery.
The manager had tried to accommodate both individuals but the strain on the team made it clear that a more structured approach was needed.
The review began with a simple question. What does the organisation need in order to function safely and consistently during busy periods and throughout the year?
From that starting point we helped the manager introduce a clear and fair framework that balanced employee choice with operational reality.
The first step was the introduction of a critical cover rule. This identified the roles and functions that must always be staffed and set out the minimum level of cover required at any time.
The rule did not prevent employees from taking leave but it made it transparent that certain combinations of absence could not be approved. This gave the manager a defensible basis for decision making and removed the sense that refusals were personal or arbitrary.
Alongside this we recommended adding a conflict-of-interest clause for workplace relationships. The aim was not to discourage relationships but to ensure that employees understood their responsibility to avoid decisions or behaviours that could compromise fairness or business continuity.
The clause required employees to disclose relationships that might affect scheduling or management decisions so that adjustments could be made early rather than reactively.
To support day-to-day planning the organisation also adopted a first-come first-served approach to leave approval, supported by a minimum notice requirement.
This encouraged employees to plan ahead and reduced the last minute pressure that had previously forced the manager into difficult choices. During peak periods such as seasonal demand or major projects the business introduced temporary restrictions to protect service levels. These were communicated in advance so employees could plan around them.
Finally we encouraged the manager to invest in cross training. By developing a wider pool of people who could step into critical tasks the organisation reduced its reliance on any single pairing of employees. This not only eased the immediate issue but also strengthened resilience across the team.
The manager accepted the recommendations and began implementing the policy changes with clear communication and a focus on fairness.
Early feedback from the team has been positive. Employees understand the rationale behind the new structure and appreciate the consistency it brings. The business is now monitoring how the changes work in practice and will review them after the next peak period to ensure they remain proportionate and effective.
It’s a great example of how having a process in place which deals with everyone fairly and consistently – whilst safeguarding the operational integrity of the business – is a fundamental part of running a successful business.
If you’d like our help to solve any of your workplace issues, just get in touch for a free consultation. Because every business needs HR done the Wright way.
