Supporting Employees Through Grief
I recently came across this article , telling the story of an employee who lost her job after her beloved dog died. She’s now calling for employers everywhere to provide better support to employees when they lose their pets. August 30th is also National Grief Awareness day - a prompt to all of us to think about the realities of bereavement.
Both of these things reminded me of times during my own career where I’ve needed the support of my employer, and how important it is for them to be sensitive enough to appreciate your circumstances and focus on support rather than sanctions when you’re not at your best. How you as an employer choose to handle these times has a significant effect on the culture and productivity of your team.
How can we support employees dealing with grief?
A search for ‘bereavement leave’ on petitioning website change.org returns 29 results, consisting mainly of calls to extend paid bereavement leave in a variety of situations. CIPD research suggests that the average amount of time granted to UK workers following the death of a close relative is 4 days.
But what is the right amount?
Well, there isn’t one, and every person and situation is different. The law says that employees are entitled to a ‘reasonable’ amount of time off to deal with a bereavement (or 2 weeks’ leave following the death of a child).
But grief is highly personal and depends on all sorts of things. The first priority should be to give some space. Your Compassionate Leave policy could define how much leave you will be prepared to provide, but should also be flexible enough to empower managers to use discretion (providing they’re given the tools and support to do this). Organisations such as Mind and Cruse have some useful resources.
Just because you didn’t have a close relationship with your aunties or cousins doesn’t mean that’s the case for others. You may have to deal with an employee who is grieving due to the death of someone that isn’t related to them, but whose death is affecting their ability to work. And sometimes, that might just be a pet.
Ultimately, we should want to create an environment that enables people to thrive. We’re failing at this if we’re forcing our employees to put in the hours when they really need to be at home coming to terms with a significant life event.
That said, it doesn’t mean we need to agree to extended periods of paid leave for anyone that asks for it. The best approach is to maintain open and honest conversations, and help the employee work out the best combination of compassionate leave, sick leave, annual and unpaid leave to ensure they feel supported.
Don’t forget that your employees are humans. Don’t ask for proof of bereavement. Encourage managers to put themselves in the employee’s shoes, consider what they will be thinking and feeling, and what else might be on their plate. There could be financial implications, childcare issues, a change in living arrangements and huge amounts of admin following the death of a loved one, that means someone may need further time off to help them deal with these issues whilst also looking after their own mental health.
Make the employee aware of your employee assistance programme and any other support that might be available, and take a flexible approach to making adjustments to working hours, environment and workload while they work through this difficult time. Establish what they want you to communicate to other employees, and respect these wishes.
What about the cost?
The cost of bereavement leave, especially for small organisations, is a legitimate concern. Arguably however, the cost, impact on productivity and potential damage to employer brand caused by losing a great employee who didn’t feel supported when they needed it the most, can be much greater.