Supporting Grief in the Workplace: A call for compassionate leadership
- Amanda Lee
- Apr 23
- 4 min read
Updated: Apr 24
Grief is a part of being human. Whether it stems from the loss of a loved one, a miscarriage, or even the breakdown of a significant relationship, grief walks into the workplace with us every day. Yet for all our policies, procedures, and well-meaning EAP flyers on noticeboards, most organisations are still unsure how to respond to grief when it shows up. This gap is costing individuals and teams more than we often realise.
At Blaze Coaching, I work with individuals and organisations who are navigating this complexity. And I’ve seen the impact—both positive and negative—when workplaces either lean in with compassion or retreat in uncertainty.
Where we’re falling short
A 2021 report by Marie Curie found that bereavement support in UK workplaces is often minimal. Many policies are limited to a few days’ leave, with a referral to external counselling. But grief doesn't resolve neatly in three days. It lingers, reshapes, and resurfaces. When organisations only acknowledge the initial moment of loss, they miss the opportunity to provide meaningful support during the months (and sometimes years) that follow.
Globally, there are 3 leading issues many employees face:
Bereavement leave often doesn’t reflect the complexity of grief or cultural obligations. Some employees are forced to use annual leave or sick days to manage loss.
Miscarriage, stillbirth, divorce, the loss of a pet, best-friend, or even estrangement can all create deep grief, but are rarely acknowledged in workplace policies.
Many leaders feel unsure about how to support a grieving team member, and in the absence of training or guidance, they do nothing. That silence can be more harmful than getting it imperfectly right.
What about cultural & religious needs?
In Australia, we’re starting to see recognition of specific cultural and spiritual needs—such as Indigenous staff taking time to return to Country for Sorry Business. Similarly, employees from other backgrounds may require flexibility for mourning periods, rituals, or extended family responsibilities. But globally, this level of cultural humility is patchy at best.
What organisations can do better
It doesn’t take massive investment to make a difference. But it does take intention.
Build grief into your wellbeing framework. Make it part of the mental health and employee support conversation, not an awkward side-note.
Update your bereavement policy. Include non-traditional losses and provide discretion in how leave is taken.
Train your managers. Give them tools and language so they’re not afraid to check in, make space, or adjust workloads.
Normalise grief conversations. It’s okay to acknowledge someone’s loss. A thoughtful message or gesture can be far more powerful than staying silent.
Be flexible. Sometimes it’s not the funeral that’s hardest—it’s the quiet Mondays afterwards. Let people step back when needed.
Who’s getting it right?
US national example: New York Life in the US offers up to 15 paid days of bereavement leave to be used over a six-month period. That reflects a recognition that grief doesn’t work to a schedule. Their prior policy was up to 5 days and tiered by relationship. Locally, I’ve seen smaller organisations do incredible work by simply creating space—inviting a colleague back gently, checking in weeks later, or making a quiet adjustment to a deadline or their workload. We do this for physical ailments, so why not Grief?
Gloabl example: Siemens Energy has enhanced its global leave policies to support employees during significant life events, including bereavement. In April 2024, Siemens Energy advised that they would grant up to 14 weeks of paid special leave worldwide. This includes the birth, adoption or fostering of a child, as well as the care or death of a partner or close relative, unless the respective country provides comparable or more favourable regulations. When granting special leave, no distinction is made between genders and every legally permissible constellation of parenthood or partnership in the respective country is included, which also applies to same-sex couples and single parents. This will be rolled out to 90 countries by 30 September 2025. For example, a country change that will benefit employees in Germany will see the entitlement raised to 5 days for the bereavement of a partner or child where previously it was two.
The hidden losses
There’s one story that’s always stayed with me—a client who lost her mother overseas and couldn’t get home in time. Her grief was compounded by guilt, distance, and a sense of invisibility in the workplace; of not being acknowledged.
"It felt like I was expected to just carry on, like nothing had happened,"
she told me. No amount of policy can undo that moment. But good leadership could have softened it. I was fortunate, I had a caring CEO, HR Manager and HR Assistant in my first workplace. Due to the complexity of the loss, I was not able to think about my leave entitlements, but I still needed to pay my mortgage. They took care of all of that for me and while there was no special policy, they demonstrated care, compassion and thougtfulness. I'll never forget it.
Let’s lead differently
Leadership in this space isn’t about having all the answers. It’s about being willing to ask the questions: What do you need right now? How can we support you better? Keen to see what best practice is and how to get there? Then register to take part in the 2025 Global Bereavement Leadership Index. Even if your organisation is only offering minimum benefits, this is an opportunity to be part of the conversation. Bereavement Index Registration | Blaze Coaching
At Blaze Coaching, we’re not here to hand out one-size-fits-all solutions. We work with organisations to bring real-world compassion into HR strategy. Because grief is personal, but support can be systemic.
If you’re ready to do more than offer condolences, let’s talk about what’s next.
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