Grief is a universal experience, yet its impact is deeply personal. Whether it’s the loss of a loved one, a pet, a relationship, or even a sense of independence due to illness, grief affects every aspect of a person’s life—including their ability to work. As an employer or manager, how you respond to grieving employees can significantly influence their recovery, wellbeing, and long-term engagement with your organisation.
The Impact of Grief in the Workplace
Peter Drucker famously said,
“One cannot hire a hand, the whole person comes with it.”
This highlights an important truth: employees bring their whole selves to work, including their emotions, vulnerabilities, and personal challenges.
Grief doesn’t stay at the door. It can lead to reduced productivity, presenteeism, or prolonged absences. Research highlights that grief-related presenteeism and absenteeism cost the UK economy £23 billion annually. Without adequate support, employees may struggle, disengage, or even leave their roles.
The impact extends beyond bereavement. Life events such as a breakup, pet loss, or health-related loss of independence also disrupt mental and physical wellbeing. Grieving employees frequently experience fatigue, lack of concentration, and even physical symptoms, affecting their ability to perform at work.
A study by Cruse Bereavement Support found that 5% of employees experiencing intense grief leave their job within six months, with some unable to return for the rest of the year. Unsurprisingly, employees who feel unsupported are 56% more likely to quit, adding to recruitment and training costs.
What the Law Says About Bereavement Leave
The legal framework in the UK provides a baseline for bereavement leave, but it is limited.
- Jack’s Law entitles parents who lose a child under 18, or experience a stillbirth after 24 weeks of pregnancy, to two weeks of paid leave. This law applies in England, Scotland, and Wales, with separate regulations in Northern Ireland.
- For other losses, employees have the right to “reasonable” unpaid leave to deal with emergencies involving dependents, but the definition of “reasonable” is left to employers’ discretion.
- Denying leave without properly considering an employee’s religious or cultural practices could risk being seen as discrimination. Many faiths have specific mourning rituals, and employers should take these into account when handling requests for bereavement leave to ensure they comply with the Equality Act 2010.
This legal minimum often falls short of meeting employees’ emotional and practical needs.
Forward-Thinking Approaches to Bereavement Support
One standout example of a forward-thinking approach comes from The Co-op, which has introduced a compassionate and flexible bereavement policy in collaboration with Cruse Bereavement Support. The company offers up to 10 days of paid bereavement leave, recognizing not just the loss of a loved one, but also the loss of a pet. This holistic approach to grief acknowledges the varied emotional impacts different types of loss can have on employees.
By working closely with Cruse, The Co-op has developed a policy that supports employees in their grief journey while maintaining a focus on wellbeing and mental health. As Cruse highlights, this policy represents a significant step towards creating a supportive and empathetic work environment where grieving employees feel truly cared for.
This kind of progressive policy is a key example of how organisations can foster a compassionate culture that goes beyond the statutory minimum, helping employees during one of the most challenging times in their lives.
While policies are important, the culture around grief matters just as much. Employees should feel empowered to communicate their needs without fear of judgment.
Practical Steps for Employers
Building a supportive environment doesn’t require a massive budget. Here are five actionable steps:
- Create a Clear Policy: Define entitlements for bereavement leave, including non-traditional losses like pet loss or relationship breakdowns.
- Train Managers: Equip managers to handle grief sensitively and provide regular check-ins with grieving employees.
- Offer Flexibility: Provide phased returns, remote work options, or adjustments to workloads.
- Signpost Resources: Ensure access to Employee Assistance Programmes (EAPs), counselling, or external organisations like Cruse Bereavement Support.
- Foster Inclusivity: Acknowledge cultural and religious differences in mourning practices and empower managers to offer tailored support.
When to Highlight Support
Awareness weeks such as National Grief Awareness Week in December (led by The Good Grief Trust) or Dying Matters Awareness Week in May (led by Hospice UK) provide timely opportunities to remind employees about the support available. However, conversations about grief and wellbeing should not be confined to specific dates. By embedding care and understanding into your workplace culture, employees can feel supported whenever life’s challenges arise.
A Compassionate Investment
Supporting employees through grief is both a moral and business imperative. Compassionate policies and practices enhance employee retention, morale, and overall wellbeing, creating a workplace where individuals can thrive—even in the face of adversity.
As Drucker’s quote reminds us, employees bring their whole selves to work. By acknowledging and supporting their grief journey, you invest not only in their wellbeing but in the long-term success of your organisation.
