A corporate culture that recognizes death and grief fosters a supportive and empathetic working environment, strengthening employee loyalty. When an organization cares about their well-being and offers support in difficult life situations, employees feel seen and valued.
Integrating and Communicating Grief into Company Guidelines
The sudden death of an employee is devastating for the team. Companies unprepared for such situations often leave employees feeling helpless. Establishing structures, contact persons and appropriate offers is essential and should be integrated into the corporate culture. Communicating these guidelines and resources ensures employees know they can receive support when needed.
Training HR Departments and Managers
HR staff and managers should be trained to handle bereavement sensitively and offer appropriate resources. In one of my cases, a manager’s personal experience with loss motivated her to raise awareness about grief in her company. Through targeted workshops, we trained designated contacts to handle bereavement with sensitivity and confidence. When situations become particularly stressful, my expertise in end-of-life and bereavement counseling can provide additional support.
Providing Grief Support Programs and Employee Resources
Offering appropriate programs and resources can support employees and their families during times of grief. Publicizing these services and the contact details of an internal point of contact is crucial. This can be done through flyers in common areas, articles on the intranet, internal company magazines and presentations.
Agreeing on Flexible Working Arrangements
Grief is highly individual, and recognizing the unique needs of the grieving person is vital. Flexible solutions, such as adjusting working hours and allowing remote work, can be beneficial. For instance, grieving employees may need to turn off their camera and microphone or leave meetings if they become overwhelmed. This privacy allows them to manage their grief more comfortably.
The appropriate time for returning to the usual working environment varies. One client, who lost her son at 24 weeks of pregnancy, chose to return to work two weeks after the loss, valuing the structure work provided. Others may need more time. Options to work flexible hours or from home, where they have more privacy, are often appreciated.
Encouraging Open Communication and Dialogue
Creating a space of trust and openness encourages employees to discuss their feelings, breaking the stigma around grief and facilitating dialogue. My above-mentioned client received no condolences or acknowledgment from her team after the death of her son. Even when she returned to her workplace, silence prevailed. She found this silence burdensome, especially compared to the sympathy her husband’s colleagues showed.
Many people are unsure of what to say in such situations and opt for silence. Yet, a simple “I’m so sorry, I don’t have the words” can be incredibly soothing and sufficient. We cannot minimize the pain, but we can offer our presence and create a space where grief is acknowledged and allowed.
More Well-Being in the Workforce
Bereavement programs and a compassionate, supportive corporate culture promote employee well-being, strengthen loyalty to the company, increase work performance and positively impact team dynamics.