In the TV series Severance, employees at Lumon Industries undergo a procedure that separates their work memories from their personal lives grief, stress, and sorrow stay on one side of the elevator, never reaching the office floor.
Mark, the main character, chooses severance to escape the pain of losing his wife literally trying to divide himself in two so he doesn’t have to carry that weight into work.
But in real life, we don’t have that switch. When someone experiences a bereavement, it comes with them to their desk, into meetings, and across emails, whether they want it to or not.
Work doesn’t stop, but neither does grief. And while we can’t sever the emotional weight of loss from our professional selves, we can create a workplace culture that understands this and responds with empathy, flexibility, and humanity.
This guide is here to help you support your team when someone experiences a bereavement. From compassionate conversations to practical policies, it’s about creating a space where people feel seen and supported.
Steps to Safely Navigate Workplace Bereavement
As a manager, your response can shape how safe someone feels during one of the most difficult times in their life. The steps below aren’t a script, but a framework to help you navigate these moments with care and confidence.
1. Respond With Empathy Immediately
Reach out as soon as you can, ideally with a personal message or call. Share a simple and heartfelt note like “I’m so sorry to hear about this loss. Please take the time you need. We are here to support you however we can.” can offer immediate comfort and let them know they are not alone.
Avoid launching into logistics or questions about work at this stage. Instead, prioritise compassion over procedure. If you’re unsure what to say, err on the side of warmth and quiet support what someone remembers is how you made them feel, not how polished your message was.
Be mindful of how news is shared across the organisation. Only notify others with the employee’s consent, and never treat the situation as a piece of admin to be ‘handled’ this is a deeply personal, often life-altering event, and it deserves to be approached with care and dignity.
2. Clarify Time Off and Entitlements
Once you’ve expressed your condolences, the next step is to gently guide the employee through their options for time away from work.
Start by explaining your company’s bereavement leave policy, including how many days are offered and whether this is paid or unpaid. If your organisation offers compassionate leave or the option to use annual or unpaid leave, present these as flexible options, not demands.
It’s also worth considering how you can go beyond the statutory minimum. Managers often have some leeway to offer additional time off, remote working, or a staggered return.
Most importantly, let them know there’s no pressure to make immediate decisions. Offer to follow up when they’re ready and reassure them that their wellbeing comes first.
3. Avoid Assumptions and Ask What They Need
Every individual processes loss differently some may need solitude and time away from work, while others might find stability and purpose in returning to a familiar routine.
Rather than making assumptions about what’s best, open the door for honest conversation. Ask open-ended questions like “What would be the most helpful for you right now?” or “Would you prefer some space, or would you rather stay connected with anyone?”
Be prepared to adapt as things change. Keep checking in, and make it clear that it’s okay to shift course. Flexibility is key.
4. Plan Their Return to Work Carefully
Don’t wait for the employee to simply reappear in the office or online. Reach out beforehand, ideally a few days in advance to check how they’re feeling about coming back and to discuss what a manageable return might look like. Keep the tone soft and supportive, not procedural.
A phased return can be especially helpful, allowing the employee to gradually ease back into their role. This might involve shorter hours, reduced responsibilities, or the option to work remotely.
Most importantly, communicate that the plan isn’t fixed. Grief can ebb and flow. What’s feel manageable one day may feel overwhelming the next day. Make it clear they can speak up at any time to adjust the arrangement without judgement or pressure.
5. Set the Tone for the Wider Team
How the wider team responds can have a huge impact on how supported (or isolated) a grieving colleague feels. As a manager, it’s your job to lead that tone with respect, discretion, and emotional intelligence.
With the employee’s permission, inform the team that their colleague has experienced a bereavement. Keep the message simple, factual, and free of detail unless the person has chosen to share more. For example:
“Just to let you know, [Name] has recently suffered a bereavement and will be taking some time away from work. Please be mindful and respectful of their privacy during this time.”
Be proactive in discouraging gossip or insensitive questioning, even if well-meaning. A gentle reminder that grief looks different for everyone can go a long way in setting expectations.
You should also encourage patience and flexibility among the team, particularly if workload needs to be redistributed or if communication styles shift. Explain that it’s a team effort, and that temporary changes are part of supporting each other through life’s harder moments.
6. Offer Practical and Emotional Support
If your company has access to an Employee Assistance Programme (EAP), mental health services, or counselling, make sure these are clearly signposted ideally in writing, so the employee can access the information in their own time.
Where appropriate, you may also want to make them aware of the bereavement award, a fixed sum of compensation, currently £15,120 in England and Wales, available under the Fatal Accidents Act 1976.
This is paid to certain relatives (such as spouses, civil partners, or the parents of a deceased child under 18) when someone dies due to another person’s negligence. While it’s not a workplace matter, employees may find it helpful to know this support exists and can seek legal advice if needed.
On the practical side, consider how you can ease the pressure of workload or deadlines. Reassure them that it’s okay to request support or adjustments not just now, but in the weeks and months ahead.
Showing Up When It Counts
Grief turns up without warning and doesn’t stick to a schedule. It alters how people think, feel, and work sometimes quietly, sometimes all at once. In the office, it calls for presence, not perfection.
Managers don’t need to play therapist or policy expert. What matters is being attentive, responsive, and willing to adapt. A thoughtful approach in difficult times builds trust something that can’t be faked or forced.
