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Helping employees cope with grief; HR's quick, compassionate response to the sudden death of an employee's loved one can boost worker morale, loyalty andultimatelyproductivity - Employee Relations

HR Magazine, Sept, 2003 by Kathryn Tyler

For instance, when Wood returned to work two and a half weeks after losing her son, Prossner took her to Hope for Bereaved. "They gave me a lot of tools," she says. "I don't know if I would have checked that out [on my own]."

When the grieving employee is back at work, HR should facilitate a meeting between the employee and supervisor, Fitzgerald says. "Set up a context where the [bereaved] person can say, 'I'm having a rough time on this project; can I get some help?'"

Doka adds, "When people experience a significant loss, it affects them cognitively; they don't work as efficiently. The key is good communication."

Fitzgerald agrees. "It's important for bereaved employees to have open communication with their supervisors. Schedule regular meetings to talk openly about performance." Have follow-up meetings with the bereaved and the supervisor at predetermined intervals, such as at 30 and 90 days.

Begin the meeting by asking the employee if he or she would like to talk about the experience, and then listen. Bereaved people often feel compelled to tell their stories. Next, discuss any accommodations the employee needs--such as a flexible schedule, reduced workload or temporary reassignment--as well as the supervisor's expectations.

"If the work is redistributed, it's very important to include all co-workers in the decision, rather than just do it, which causes resentment, Schoeneck warns.

Keep in mind that the employee needs ample time to grieve. "The weight of that experience doesn't just dissipate when you go back to work" Novak says. "There were days when I just had to go home."

Prossner allowed Wood to go for a walk or go home when she was having a hard day, he says.

"It's helpful to take time off when you need to go to the lawyer, sell the deceased person's house or just be sad on the person's birthday,' says Hoffman.

Discuss potential reassignments if the bereaved cannot or does not want to perform his or her usual tasks. For example, when Wood returned to work, she requested--and received--a different position. "I used to be a customer service representative, and I knew I wouldn't be able to do that" she says.

Prossner allowed her to switch positions. "She was a great employee; we just used her talents in other areas of the bank where she didn't have to meet people face-to-face," he says.

Thanks to support from his company and others, Novak was able to move on after his loss. He founded The Summit Team, a training and consulting firm, and he has remarried. In early May, his wife, Jeannette, gave birth to a son whom they named Connor James. His older son, Ryan, is an honor roll student, a musician and an athlete.

"Recognize that the employee needs a champion in [his or her] corner at that moment" he says. "Be that champion and do what you can to minimize every other work-related worry for them."

Online Resources

For more information, see the online version of this article at www.shrm.org/hrmagazine.> KATHRYN TYLER, M.A., IS A FREELANCE WRITER AND FORMER HR GENERALIST AND TRAINER IN WIXOM, MICH.