Grief brings with it not only profound sadness and loneliness but also cognitive and physical changes that can impair work performance.
Managing grief in the workplace
Research shows that grief affects every aspect of an individual’s life, including work. While grief can stem from a range of losses, for the purposes of this article we are focusing on grief around death, which is referred to as bereavement.
Over the past two decades there has been a growing sensitivity towards bereavement issues in the workplace. This is especially evident in instances following a traumatic incident involving the death of a colleague, with increasingly more organisations routinely offering counselling for traumatised staff. However, a cursory examination of current leave policies will show that there remains a tension between supporting grieving employees and maintaining productivity.
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Grief brings with it not only profound sadness and loneliness but also cognitive and physical changes that can impair work performance. Trouble concentrating, fatigue, forgetfulness, and loss of motivation are common symptoms which can reduce productivity, hinder decision-making, and even increase workplace injuries.
For the majority of bereaved employees, grieving is not resolved within a week or two; it often lasts for months or even years. Emotions like despair, anxiety, guilt, and anger can linger, impacting mental flexibility and memory.
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Studies show that companies with strong employee support systems, including those that address grief, have higher retention rates. Employees who experience compassion during their hardest moments often develop a deep sense of loyalty to their company.
This loyalty translates into lower turnover rates, reducing the costs associated with hiring and training new employees. Furthermore, grieving employees who feel supported are more likely to re-engage with their work sooner and contribute meaningfully to the organisation.
In light of these findings, the workplace can no longer afford to ignore the complexities of grief or expect employees to “move on” quickly.
Examining Bereavement Leave Policies
Leave policies can play a crucial role in disenfranchising grieving employees. Currently, many companies offer a brief bereavement leave of 3-5 days, which unintentionally sends the message that the grieving process can be resolved in a matter of days. As one researcher wryly remarked, “We give more time off for the birth of a child than for the death of a child… no one thinks about it until it happens to them.”
Internationally, there are some notable exceptions, two examples being Meta and Mastercard, which have recognised the need for longer leave, allowing up to 20 days following the death of a spouse or child. This recognition acknowledges that grief’s demands cannot be met in a matter of days.
However, for the majority of companies the question remains whether current bereavement policies adequately meet employees’ needs or if they reinforce the notion that grieving must be brief. In most instances, employees who need more time will have to rely on vacation or sick leave to fill the gap.
In a recent study conducted in the US by Diane Bergeron, of the Center for Creative Leadership, out of 600 managers interviewed 90 per cent said grieving employees on their team experienced notable performance impacts; 50 per cent reported that the employee’s grieving lasted for several weeks; and 18 per cent for several months, prompting the researcher to ask, “Who is it benefiting to make bereaved employees go back to work so soon, and are there other things we can do to work with bereaved employees?”
Implementing more flexible and extended leave policies would be a forward-thinking approach, aligning with a more compassionate workplace culture.
Practical Strategies for Supporting Grieving Employees
To foster a supportive work environment, companies can adopt a range of practices that accommodate employees’ grief while also addressing productivity concerns. Some effective approaches include:
• Access to counselling and employee assistance programmes (EAP): Offering immediate access to counsellors who specialise in grief can help employees to begin processing their emotions and minimise prolonged absences.
• Support with memorial or funeral arrangements: Providing assistance with funeral planning, contributions, or facilitating time off for memorials show a company’s commitment to its employees’ well-being.
• Flexible working arrangements: Where practical, allowing grieving employees to work remotely or in a hybrid format can ease the emotional burden of returning to the office. For those whose roles require a high degree of personal interaction, like customer service, designated breaks can help them manage their emotions without feeling pressured to “mask” their grief.
• Bereavement and mental health apps: Mobile applications and resources that provide ongoing support, mindfulness exercises, and coping tools can offer a discreet, flexible option for employees who may be hesitant to engage in formal counselling.
In the study by Bergeron bereaved employees interviewed offered the following suggestions for modifications to human resource policies.
• Give more paid time off — 70 per cent of interviewees felt that no one should have to use sick or vacation days for bereavement.
• Offer non-consecutive days — Given the cyclical nature of grief, employees felt they should not feel compelled to take all available time off at the same time, but more on an “as-needed” basis.
• Expand who ‘counts’ as family — Employees interviewed felt that they, and not the company, should be able to make the determination based on their emotional ties with the deceased rather than on a strict categorisation of family relationships.
When organisations take proactive steps to support their grieving employees, they not only improve morale but also demonstrate a commitment to their employees’ overall well-being. Balancing this duty of care with the organisation’s productivity goals may seem challenging, but the long-term benefits — including higher employee retention, loyalty, and a more engaged workforce — are undeniable.
By adopting compassionate policies and recognising that grief does not adhere to a strict timeline, employers can set a new standard in workplace culture, whereby grieving employees are supported and valued, not merely tolerated.
Lorraine Jones-Lawrence is a grief support facilitator and author of the book You Gotta Get Up: Surviving the Loss of Your Child. Send comments to the Jamaica Observer or lorrainejones919@gmail.com.
