Grief is an inevitable part of life, but the fact that it’s a universal experience doesn’t diminish how profoundly it affects individuals within your workforce. There were an estimated 6.8 billion bereavements in the UK in 2022, according to the UK Commission on Bereavement – and it’s not exclusively linked to death, but other life-altering disruptions too, like divorce, caring for loved ones, miscarriage, personal illness and injuries. As HR leaders, it is crucial to approach grief management with both empathy and strategic foresight, recognising the significant impact it can have on employee wellbeing and organisational health. We have an opportunity as leaders to consider how well equipped we are to support people through a bereavement, and how we can work together to improve that support.Here, we’re discussing grief management in the workplace, providing leaders with actionable strategies to support their teams through one of life's most challenging experiences.But first, we have to understand the barriers to good support across these settings, including: Lack of awareness and understanding of grief and how best to support employees Poor communication and information sharing Inflexible systems The UK Commission on Bereavement states: “The evidence shows that there is still a long way to go to ensure bereaved people are adequately supported.”1. Understanding the Impact of Grief on PerformanceSigns of grief in employees can vary, but co-workers to managers should be aware of the signs and what to expect: an inability to focus or make decisions, lack of energy, rapidly shifting emotions, to hyper-focused behaviour. Many are aware of the Kubler-Ross model for grief, but it doesn’t always stay in that neat five-stage graph. What we know for certain, is that grief doesn’t just impact businesses in terms of time off work – it can reduce workplace productivity by up to 30% and increase error rates by 10%. It’s important to understand that the grieving process is not linear, and its impact may extend far beyond the initial bereavement leave.2. Develop a Compassionate Response StrategyA third of adult respondents in the UK Bereavement Survey felt ‘not at all’ or ‘only a little bit’ supported by their employer. And although HR leaders may feel prepared, managers and co-workers need to also feel equipped to respond empathetically. Unfortunately, there can be cultural barriers to discussing the causes of grief – making discussion of it awkward for many. But active listening, appropriate language and knowledge of support systems in place should be understood up and down the workforce. As the story of this woman in a 50s, whose daughter died of cancer, proves – there is a lot of opportunity to educate colleagues and management in the handling of situations that will result in grief: “When I rang my boss to tell him my daughter was in the hospice and I was taking the rest of my annual holiday, he asked me how long I would be away for. I had to point out that I didn’t know how long it would take for her to die. I only got five days paid leave, at the end of that time we hadn’t even got a date for the funeral. When I did get back to work, my colleagues had all been told not to talk about my daughter’s death ‘in case it upset me’ so nobody mentioned my darling girl: I felt like a ghost drifting aimlessly around the office with no one noticing me.”3. Integrate Grief Resources into Wellness ProgrammesGrief counselling and support services are commonly included in Employee Assistance Programmes but utilisation is also famously low, with EAPs. This is another place where timely reminders can help: with managers and HR professionals providing the necessary access when it’s needed. Data from the American Psychological Association (APA) indicates that access to professional grief counselling can reduce long-term absenteeism by 20% . Ensure these resources are well-publicised and easily accessible to all employees.4. Cultivate a Supportive Workplace CultureThere is very little understanding about grief, what it looks like and how to support people. Education to recognise signs of prolonged grief disorder (PGD), which affects about 10-20% of bereaved individuals, and can have severe consequences on mental health and workplace performance, is one example of how to mitigate the risks of it impacting your business. 5. Balance Productivity and CompassionWhile maintaining productivity is essential, imposing strict deadlines or pressure during an employee's grieving period can be counterproductive. Research suggests that a balance of gentle re-engagement with work, alongside understanding from managers, leads to better long-term outcomes in employee retention and loyalty.7. Review and Update Grief Policies RegularlyEnsure that company policies on bereavement leave, return-to-work protocols, and ongoing support are up-to-date and reflective of best practices. Conduct regular reviews and seek feedback from employees who have gone through the process to identify gaps or areas for improvement.Do you have a bereavement policy? Relevant government departments should publish guidance on minimum standards and best practice for large, medium-sized and small employers. These should include specific guidance on support for those who experience death and bereavement in the course of their work, and should be written in consultation with all relevant stakeholders in the public, private and third sectors. Review your statutory bereavement leave and pay entitlement – can the 2 weeks be extended to encompass all close relationships, or extended for closer family members?Grief management in the workplace is a delicate balance of empathy, support, and practicality. By understanding the profound impact of grief and implementing structured, compassionate strategies, HR leaders can significantly mitigate its effects on both the individual and the organisation. The goal is to maintain a supportive environment that allows employees to heal while still contributing meaningfully to their work.