DEATH has a tendency to strike suddenly on unsuspecting souls. The massive blow brings intense emotional pain to the relatives of the dead. Like it or not, people cannot separate work and life. Bereaved employees cannot leave their grief at the door when they step into the workplace. The grieving employee may find it difficult returning to work after the loss. The overwhelming grief leads to lack of concentration, low energy, reduced patience and difficulty in making decisions. In fact, a recent study indicated that an illness or a death in the family is the second most common problem that affects workplace performance.
Unfortunately, most organisations appear to deny the emotional realities of death and grief. The employers ignore the sorrow or experience awkwardness in dealing with it; their response is inadequate or inappropriate. !'
The lack of acknowledgement makes a bereaved employee feel ignored. The preoccupation tells on his work performance and may lead to his dismissal, or he himself may resign out of anger over the obvious disregard. The American Institute of Stress corroborates that un-addressed grief can cost employers at least $300 billion a year.
Writer and philosopher, Iris Murdoch said, `Bereavement is a darkness impenetrable to the imagination of the unbereaved'. But, an empathetic attitude from employers and HR managers can go a long way in helping employees to come to terms with such tragic loss. Here's how:
What the policy says
The standard bereavement policy in most organisations offers 3-5 days of paid leave (sometimes unpaid too) for the loss of immediate family members like spouse, parents and children. Some offer a day's leave for other close relations like siblings, grandparents, grandchildren or in-laws. As callous as it may sound, but companies require satisfactory proof of bereavement, so a copy of the death notice or some such confirmation is mandatory.
What employers fail to realise is that the grief does not end with the leave. Acceptance and adjustment takes time - weeks and months too. Sometimes, the bereavement time may not even be sufficient for making funeral arrangements or attending the funeral when travel is involved. HR managers should adopt a humanitarian approach by extending the time-off period and considering requests for extra leave.
Also, employers should acknowledge the death with a note or flowers showing that the company is sorry to hear of the employee's loss. They should also arrange for a member of the staff to attend the funeral if possible.
Road to recovery
The management obviously cannot give unlimited time off for the employee to get back to normal. After a sensible period of time, they should discuss with the employee and prepare a plan for the return to work.
Employers can grant some leeway by not imposing their standard rules for some time. They can also give the option of flexi-time or part time work to reduce the work burden. Financial assistance can also be offered to the employee.
Managers should express their sympathy and be willing to listen. They should tell the employee that work can take the mind off grief and being around peers can take the mind off the tragedy.
If the employee's grief extends for an undue period of time, the manager should arrange for counselling to help him/her cope with the loss.
Companies should provide assistance in resolving pending issues like dealing with the deceased's possessions, will, life insurance and other ancillary matters.
The manager should inform the co-workers about the employee's bereavement and advice them to be considerate, supportive and demonstrate solidarity during the delicate time. They can even donate vacation days to help out the fellow employee during mourning.
Managers can redistribute work to reduce the grieving employee's workload or colleagues can cover for the said person.
Grieving emotions need to be handled with kid gloves. Companies should give the employee sufficient space and accept their cathartic anger or tears with patience and understanding.
As Shakespeare wrote, `Everyone can master a grief, but he that has it!' All said and done, time is the only comforter; set a compassionate tone during the difficult grieving period and the employee will bounce back personally and professionally after a while!
Unfortunately, most organisations appear to deny the emotional realities of death and grief. The employers ignore the sorrow or experience awkwardness in dealing with it; their response is inadequate or inappropriate. !'
The lack of acknowledgement makes a bereaved employee feel ignored. The preoccupation tells on his work performance and may lead to his dismissal, or he himself may resign out of anger over the obvious disregard. The American Institute of Stress corroborates that un-addressed grief can cost employers at least $300 billion a year.
Writer and philosopher, Iris Murdoch said, `Bereavement is a darkness impenetrable to the imagination of the unbereaved'. But, an empathetic attitude from employers and HR managers can go a long way in helping employees to come to terms with such tragic loss. Here's how:
What the policy says
The standard bereavement policy in most organisations offers 3-5 days of paid leave (sometimes unpaid too) for the loss of immediate family members like spouse, parents and children. Some offer a day's leave for other close relations like siblings, grandparents, grandchildren or in-laws. As callous as it may sound, but companies require satisfactory proof of bereavement, so a copy of the death notice or some such confirmation is mandatory.
What employers fail to realise is that the grief does not end with the leave. Acceptance and adjustment takes time - weeks and months too. Sometimes, the bereavement time may not even be sufficient for making funeral arrangements or attending the funeral when travel is involved. HR managers should adopt a humanitarian approach by extending the time-off period and considering requests for extra leave.
Also, employers should acknowledge the death with a note or flowers showing that the company is sorry to hear of the employee's loss. They should also arrange for a member of the staff to attend the funeral if possible.
Road to recovery
The management obviously cannot give unlimited time off for the employee to get back to normal. After a sensible period of time, they should discuss with the employee and prepare a plan for the return to work.
Employers can grant some leeway by not imposing their standard rules for some time. They can also give the option of flexi-time or part time work to reduce the work burden. Financial assistance can also be offered to the employee.
Managers should express their sympathy and be willing to listen. They should tell the employee that work can take the mind off grief and being around peers can take the mind off the tragedy.
If the employee's grief extends for an undue period of time, the manager should arrange for counselling to help him/her cope with the loss.
Companies should provide assistance in resolving pending issues like dealing with the deceased's possessions, will, life insurance and other ancillary matters.
The manager should inform the co-workers about the employee's bereavement and advice them to be considerate, supportive and demonstrate solidarity during the delicate time. They can even donate vacation days to help out the fellow employee during mourning.
Managers can redistribute work to reduce the grieving employee's workload or colleagues can cover for the said person.
Grieving emotions need to be handled with kid gloves. Companies should give the employee sufficient space and accept their cathartic anger or tears with patience and understanding.
As Shakespeare wrote, `Everyone can master a grief, but he that has it!' All said and done, time is the only comforter; set a compassionate tone during the difficult grieving period and the employee will bounce back personally and professionally after a while!
PAYAL CHANANIA
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