Petra Seidler One fact is certain: each of us will die one day. Death is inevitable. Yet death and grief remain uncomfortable subjects – both in society and in the workplace.
Those affected are often confronted with an unspoken expectation: to function rather than to feel. This attitude is not only inhumane; it also has economic consequences. In Germany, around 4.7 million people are currently experiencing acute grief. In other words, one in ten employees is affected by bereavement. Grief is therefore not a rare occurrence in working life, but an everyday reality – and yet it is rarely treated as such. Employers are often unprepared for cases of bereavement. Emergency plans and clear guidelines that would help managers and colleagues respond appropriately are frequently lacking. As a result, managers and teams often feel overwhelmed and helpless. Many avoid those affected for fear of saying the wrong thing. Bereaved employees, in turn, often feel isolated and unsupported. This can lead to difficulties with concentration, depression, anxiety, fatigue and reduced performance. Experts estimate that poorly supported grieving processes cause annual productivity losses of around €15 billion. Professional bereavement management is therefore not a “nice to have”, but a core element of an employer’s duty of care and an important lever for long-term employee retention.
Supporting bereaved colleagues requires humanity – and courage. Courage to face those affected, to acknowledge their pain and to offer support. Whether an employee has suffered a personal loss or a colleague has died, the question remains: what can teams, managers and organisations actually do?
A guide for colleagues
Colleagues play an important role in the psychosocial environment of a bereaved person, as they spend a large part of the day together at work. For everyone involved, this situation can feel challenging and delicate, calling for authenticity and compassion. But how can this be put into practice?
- Show your presence: Do not avoid those affected. A simple “I don’t know what to say, but I’m here for you” is far more valuable than awkward silence.
- Avoid clichés: Phrases such as “Time heals all wounds” or comparisons with one’s own experiences rarely help. The aim is to acknowledge individual pain without judging or minimising it.
- Maintain discretion: Avoid gossip or speculation. Bereaved colleagues should not become the subject of workplace conversations.
- Offer practical support: Small gestures – a thoughtful message or taking on a task – send a clear signal: you are not alone.
A guide for managers and leadership teams
When a team member experiences a personal loss, managers act as a bridge between the needs of the individual and the requirements of the organisation. How can leaders do justice to both?
- Individual solutions rather than standard processes: Initiate a proactive conversation. Ask: “What do you need right now?” Financial support, such as an advance on salary to cover funeral costs, may be helpful. An uncomplicated extension of bereavement leave can also make a difference.
- Allow flexibility: Grief comes in waves. Flexible working hours or remote working may help employees cope better. The same applies to bringing forward holiday entitlement.
- Adjust performance expectations: Bereaved employees cannot be expected to perform at their usual level, particularly in the acute phase. Reduced productivity and sickness absence may occur. Relieve them of strategically critical or highly stressful projects. At the same time, protect them from overcompensating through excessive workloads, which can lead to burnout in the long term.
A guide for internal bereavement cases
When a team member dies, the impact on the organisation can be profound. In such cases, leadership must provide and hold a framework for collective coping.
- Communicate transparently: Inform staff promptly and, wherever possible, in person. An email alone is not sufficient. Convene a meeting in which senior leadership acknowledges the deceased and creates space for questions.
- Create space for mourning: Provide a place to grieve – for example, a photograph accompanied by a condolence book or a candle. Such rituals help colleagues to say goodbye.
- Engage with the bereaved family: Show compassion towards the family. Clarify what form of involvement is appropriate, whether attending the funeral, publishing an obituary, or making a donation. Cultural backgrounds and religious practices should always be respected.
The bereavement policy
HR professionals, managers and leadership teams should not wait until a crisis occurs. Establishing a formal bereavement policy helps to define responsibilities and processes for dealing with grief in the workplace. The better prepared organisations are for death and bereavement, the more supported employees will feel.
Such an emergency plan should address questions including:
- Who takes over operational responsibilities or client communication?
- How is the digital legacy handled (email accounts, login credentials)?
- What happens to the deceased person’s personal belongings?
- Which external resources (such as grief counsellors, chaplains) can be called upon?
- When and how are employees informed?
Training designated “bereavement ambassadors” within the organisation can send a strong signal. These specially trained individuals act as neutral points of contact for both employees and managers.
Empathy as a competitive advantage
Organisations that have the courage to be human benefit in the long term. Employees never forget how their employer treated them during the darkest moments of their lives. Sensitive and mindful support in times of grief is not only a social responsibility; it also strengthens psychological safety across the entire team. Bereavement management is an investment in a loyal, healthy and resilient workforce – and it enhances both employee satisfaction and employer attractiveness.
