Human Resources must be independent – and be seen that way
In the wake of Astronomer CEO Andy Byron’s public resignation (after appearing on a Coldplay “kiss-cam” with the company’s head of HR) employers should pause and consider a critical question: What happens when HR, the function meant to uphold integrity, is entangled in executive power dynamics?
The scandal sparked global attention. But the most important lesson for Australian organisations isn’t the viral video, it’s the optics of human resources crossing professional boundaries.
The role of Human Resources is to act as an impartial guardian of culture, policy, and process. But when a senior HR leader is involved in a personal relationship with an executive, it casts serious doubt over:
- The integrity of the Human Resources function
- The fairness of complaint management (see article on investigation best practice)
- The credibility of investigations
- The willingness of employees to speak up
This is not about the morality of consensual relationships. It is about governance, perception, and power imbalance.
Case Studies : When optics undermine culture
Andy Byron & Astronomer (2025)
- Byron resigned after appearing with the Head of Human Resources in a romantic context at a public concert.
- The relationship may have been consensual—but the board acted quickly due to the reputational risk and potential conflict of interest.
- Allegations of toxic leadership also resurfaced, raising further concern over unchecked executive culture.
Super Retail Group (2024)
- Allegations emerged of a secret relationship between the CEO and the Human Resources Director, along with broader claims of a toxic culture and suppressed complaints.
- This created a chilling effect on internal whistleblowing and led to legal action from former employees.
QBE / John Neal (2017)
- CEO John Neal forfeited part of his bonus after failing to disclose a relationship with his assistant, breaching internal policy.
- Though the relationship was consensual, the lack of disclosure breached the company’s expectations around transparency.
The warning signs employers shouldn’t ignore
These cases offer a clear roadmap for organisations on how things can go wrong when Human Resources leaders aren’t held to the same standards they’re meant to enforce.
Risk areas : What to watch
- Conflict of Interest – Undisclosed personal relationships between Human Resources and executives
- Perceived Bias – Employees stop trusting Human Resources to handle complaints fairly
- Cultural Breakdown – “Too close to power” culture spreads distrust
- Legal Exposure – Failure to investigate or act on complaints impartially
- Reputational Harm – Media fallout, resignations, and loss of stakeholder confidence
What should employers do now?
To protect your organisation (and the integrity of your Human Resources function), consider these essential actions:
1. Update your Code of Conduct
Your Code of Conduct should explicitly address personal relationships between HR and executives, including disclosure obligations and how potential conflicts of interest are managed. Clarity in these areas protects both the organisation and individuals by setting out expectations before issues arise.
How our independent HR consultants can help
We can review and update your Code of Conduct to align with best-practice governance standards. Our consultants ensure that policies are clear, enforceable, and tailored to your organisation’s culture, reducing ambiguity and protecting the credibility of your HR and leadership teams.
2. Define boundaries and escalation protocols
It’s vital to establish clear boundaries and escalation procedures for complaints, investigations, or performance matters involving senior staff or HR personnel. Without defined pathways, issues can be mishandled or perceived as biased, damaging trust across the business.
How our independent human resources consultants can help
We help organisations design and implement fair, transparent escalation frameworks. Our consultants act as impartial advisors or external investigators when internal conflicts arise, ensuring all matters are handled objectively and in accordance with Australian employment law.
3. Reinforce human resource independence
HR teams must have structural autonomy to perform their roles effectively. When HR reports too closely to executives or lacks authority, their ability to address misconduct or compliance concerns can be compromised. Independence safeguards both employees and the organisation.
How our independent human resources consultants can help
Our team provides independent oversight and support for sensitive HR matters. We can assess reporting structures, recommend governance improvements, and step in to manage investigations or employee relations issues where neutrality and confidentiality are essential.
4. Model the right culture at the top
Culture starts with leadership. When executives demonstrate integrity, accountability, and respect, these values filter throughout the organisation. Conversely, if poor behaviour is ignored or excused, it signals that compliance and ethics are optional.
How our independent human resources consultants can help
We work directly with leadership teams to embed values-driven behaviour into everyday practice. Through executive coaching, training, and culture assessments, we help leaders model ethical conduct and strengthen trust between management, HR, and employees.
5. Conduct regular culture and ethics reviews
Regularly assessing culture and ethics is vital to maintaining trust and transparency. Anonymous surveys, exit interviews, and external audits reveal whether employees view HR as fair, consistent, and approachable.
How our independent human resources consultants can help
We design and conduct independent culture and ethics reviews that uncover risks and provide actionable insights. By analysing employee feedback and workplace trends, we help you implement meaningful improvements that enhance reputation, compliance, and employee engagement.
Final Word: Culture Starts with Credibility
Human Resources professionals are stewards of fairness, policy, and trust. But when the function itself is compromised – by relationships, blurred boundaries, or proximity to unchecked power – it creates organisational blind spots that can be deeply damaging.
In a post-Astronomer world, Australian employers must double down on integrity, independence, and governance – starting with Human Resources.
Need to Strengthen Your HR Framework?
ER Focus works with Australian businesses to strengthen internal policies, conduct independent workplace investigations, and train HR leaders to navigate complex dynamics with professionalism and integrity. See our article on HR Training for line managers
Get Advice
For expert guidance reach out directly to David Haydon to discuss your obligations and discover strategies to build a compliant, balanced workplace.
David is an employment relations specialist, highly experienced workplace investigator and independent HR consultant. David works with clients Australia-wide.
David Haydon
Employment Relations Specialist, Workplace Investigator and HR Consultant
Legal Disclaimer:
This article is intended for general information purposes only. It does not constitute legal advice. No allegations are made beyond those already reported in public media or official proceedings. Any views expressed relate to organisational learnings and governance practices, not the personal conduct of individuals.