How Great Wolf Lodge handles workplace romances

After two employees resigned in the wake of the infamous Coldplay concert kiss cam scandal, workplace relationships are once again under scrutiny.

The scandal involved two employees who were caught on a stadium kiss cam while having an affair – despite being married to other people – and who later resigned from their role, sparking widespread debate about workplace relationships and company policies.  

For Anne Marie Malleau, Assistant General Manager Administration at Great Wolf Lodge in Niagara Falls, Ont., that balance is achieved through a clear, transparent fraternization policy and a culture of trust.

Fraternization, according to Malleau, covers situations where employees form intimate relationships with each other or with guests.

“It is generally referred to establishing relationships that are considered unethical, controversial, or problematic,” she says. The policy is especially relevant in cases involving a supervisor and a subordinate or an employee and a guest.

Balancing professional boundaries and employee well- being

Malleau emphasized that, in two decades, the lodge has not faced issues with inappropriate relationships between employees and guests. The focus, instead, is on maintaining professionalism and safeguarding the well-being of all staff.

“We have guidelines on employees forming personal relationships with each other. The goal is to protect the well-being of all employees and retain a professional working environment,” she says.

Employees at Great Wolf Lodge do have opportunities to enjoy the facilities, but only during designated times. “As soon as their shift is done, they are not allowed to stay on property,” Malleau says. This rule is designed to prevent mingling with guests and to keep boundaries clear.

The heart of Great Wolf Lodge’s approach is a fraternization policy that protects the organization from legal risks and conflicts of interest while respecting employees’ privacy and autonomy.

 “You've got to have an effective workplace relationship policy. It has to strike a thoughtful balance between protecting us, the organization from conflicts of interest and legal risks. Also, by respecting the employee's privacy, autonomy, and a right to a personal connection,” she says.

Addressing the risks of workplace relationships

Malleau is mindful of the growing issue of loneliness in the workplace. “We make sure our policies don’t isolate people or prevent them from forming connections,” Malleau says.

The lodge’s approach isn’t about policing relationships but about communicating risks and expectations clearly.

“There’s lots of elements to our policies that address this, like having a clear purpose with guiding principles, and really communicating that to our employees. We’re not just being the big bad employer saying, ‘Don’t do this.’ What we’re saying is ‘If you do this, these are the risks that can happen,’” she says.

Many relationships have formed at the lodge over the years, and some children have been born as a result. The company’s policy is clear that relationships should never occur between a superior and a non-superior.

When employees are open and honest about their relationships, the company works to ensure fairness. “If you're in the same department, we need to move someone, because it's very unfair for the rest of the people in that department,” she says.

Building trust through values at Great Wolf Lodge

Malleau is clear that the company’s values underpin its approach: “We operate under respect, integrity, accountability, competence and teamwork-under those standards, these policies fall.”

Trust is the foundation of the lodge’s culture. “If someone comes to us and discloses a relationship, it’s confidential-it’s their personal space,” she says.

Malleau believes that when employees feel comfortable and respected, they’re more likely to be open. “People, when they feel comfortable, will go out and tell people, saying, ‘Hey, it was no big deal, they respect my privacy,’” she says.

She believes that a trusting environment allows for open dialogue and reduces the need for over-regulation: “I feel we've built over 20 years an environment of trust where people can trust us, our leaders, to have that open dialogue. And then we don't have to have this maze of over-regulation.”

Enforcing accountability: transparency and fairness

Enforcement is taken seriously. Malleau describes a case where a supervisor dated an employee, which led to a harassment complaint and an investigation.

“He ended up getting fired. He signed off on the policy but was not open and honest,” she says.

Following the incident, Malleau addressed the management team directly. “I sat them all down and said, ‘You are all great supervisors and dedicated to keeping our staff and guests safe. But you cannot date a subordinate. If you are in that situation, come forward, we have an open policy where you can come and tell us. Our goal is to address it honestly and fairly before it becomes a problem,’” she says.

The approach worked, as another supervisor later came forward to disclose a relationship, which was then managed appropriately.

Crucially, these policies are not static. Malleau ensures that every employee is reminded of the rules and expectations on a regular basis.

“Every year, everybody re-signs the policies we have in place. It's up to them to read it again, to understand if there's any tweaks or changes to it. Then they sign off,” she says.

For Malleau, the lesson is clear: “Communication is key. Keeping an open dialogue, trust, maturity, all of that is super important.”