So Your Business Wants to Look at Its Bereavement Policies? Here Are 5 Things to Include.

Most workplace bereavement policies were written years ago with specific situations in mind. Two days off for the death of an immediate family member, maybe one for “extended” family, and that's supposed to be... enough?

Here's something else those old policies miss entirely: when we think about workplace policies around bereavement, we’re focusing on death. And grief isn't just about death. Your employees are navigating divorces, chronic illness, pregnancy losses, family estrangement, and so many other forms of loss that deserve recognition and support.

If you've read this far, you probably already know the status quo isn't working. Maybe you've watched employees struggle to navigate grief while balancing work responsibilities. Maybe you've experienced it yourself. Or maybe you're just ready to create a workplace that actually supports people through loss.

Because here's the truth about grief: it comes with all kinds of loss. It doesn't have an expiration date. It doesn't follow a neat timeline. And it definitely doesn't end after a few days of leave.

Let's talk about what a modern, human-centered grief policy should include:

• Expansive Definition of Loss 

  • Your employees get to define what constitutes a significant loss – not your HR handbook from 1985. This includes:
    • Death of family members (including chosen family and pets)
    • Divorce or end of significant relationships
    • Pregnancy loss and fertility challenges
    • Chronic illness diagnoses
    • Family estrangement
    • Loss of housing

Stop making people justify why their grief "counts" under a narrow definition.

• Flexible Timeline

  •  Grief doesn't follow a neat Monday-to-Friday schedule. Some employees might need time off immediately following a loss. Others might need it months or years later, especially around anniversaries, birthdays, or holidays. Some might need it spread out over time for things like court dates, medical appointments, or moving homes.

    •  Your policy should allow employees to:

      • Take leave when they need it, not just immediately after the loss

      • Split up their leave days over time

      • Request time off for significant dates related to their loss

      • Adjust their work schedule temporarily (reduced hours, flexible start times, remote options)

• Clear Communication Guidelines 

• Nobody should have to write a formal bereavement leave request while they're in crisis mode. Make the process simple and human:

  • Provide clear, straightforward instructions for requesting leave

  • Designate a point person (preferably someone with grief training) to handle requests

  • Create templates for managers on how to communicate with grieving team members

  • Outline what documentation (if any) is needed, and when

• Ongoing Support 

• Coming back to work after loss is complicated enough without facing a mountain of catch-up work and awkward interactions. Remember that your employee's grief doesn't end when they return to their desk. Include guidelines for:

  • Gradual return-to-work options

  • Workload management during and after leave

  • How to handle project transitions

  • Resources for managers on supporting grieving team members long-term

  • Access to grief counseling or EAP services

  • Flexibility around anniversary dates and significant milestones

  • Recognition that grief can resurface years later

• Regular Policy Review 

• Grief support shouldn't be a one-and-done policy update. Build in:

  • Annual policy reviews to ensure it's meeting employee needs

  • Feedback mechanisms for employees who've used the policy

  • Training for managers on grief support and policy implementation

  • Regular communication about available resources

  • Updates based on emerging research and best practices

Everyone at your organization will experience grief. That is not a “maybe” and not a “might” - they will. And that grief doesn't disappear after a few days off. It becomes part of who they are, shifting shape over months and years, showing up in unexpected moments. Your grief policies tell them whether they need to pretend that isn't happening.

Our policies aren’t just about time off – they’re about dignity. It's the difference between an employee hiding in their car to cry before a meeting, or feeling safe enough to tell their manager they need a lighter workload this week. It's about whether someone has to use their vacation days to attend divorce proceedings in court, or if they can trust their workplace to recognize that as a part of grief and loss, too.

When you support employees through grief, they remember. They remember having the space to process a miscarriage without worrying about their job security. They remember their team adjusting project timelines when a parent got sick. They remember being treated like a human being during their hardest moments.

And yes - that support is good for business. Employees who don't have to compartmentalize their grief are more likely to stay with their company, maintain long-term productivity, and become your strongest advocates. But more importantly, it's about creating workplaces that recognize a fundamental reality: grief is part of life, and pretending otherwise helps no one.

Your employees shouldn't have to choose between their emotional wellbeing and their paycheck. They shouldn't have to hide their grief or apologize for it. Whether they're navigating a death, a divorce, a difficult diagnosis, or another profound loss - they deserve better than a policy stuck in 1985.