Bereavement is an inevitable part of life, affecting everyone at some point, yet it remains a challenging issue within workplaces, often seen as a ‘taboo’ topic. Recent guidelines aim to support employers in managing bereavement leave more effectively.
- Many employers lack a formal policy for bereavement leave, making it crucial to seek guidance from organisations like ACAS.
- Legislation provides for unpaid leave for dependants, yet many employers offer paid special leave, highlighting the importance of clear policies.
- Experts advocate for compassionate leave policies to aid employee recovery and ease managerial duties during sensitive times.
- New ACAS guidelines offer best practices for managing bereavement, with contributions from several prominent organisations.
Bereavement affects every individual at some point in their lives, yet in professional environments, it is often regarded as a ‘taboo’ subject. This has led to a lack of comprehensive strategies for addressing bereavement leave in many companies. While some employers have implemented policies to manage bereavement absences and offer compassionate leave, a significant number still do not have structured approaches. This gap makes it vital for businesses to consult experts and organisations such as ACAS for guidance.
Under current law, employees are entitled to ‘time off for dependants’, which covers unforeseen emergencies like funerals of dependants. This leave is typically unpaid and lasts for a ‘reasonable’ duration, often interpreted as one to two days. Employers, however, may opt to grant paid special leave. Employees experiencing stress due to bereavement may require additional time off, classified as sick leave, to recuperate if they are unable to work. The definition of a ‘dependant’ is broad, covering individuals such as a spouse, partner, child, parent, or anyone living in the household, including those who rely on the employee for care or crisis assistance.
Experts emphasise the benefit of having compassionate leave policies, which can facilitate employees’ return to work by providing a supportive environment. Such policies are also advantageous for managers, equipping them with a framework to navigate difficult conversations effectively. The ‘Managing bereavement in the workplace – a good practice guide’ is designed to support employers in dealing with bereavement, both immediately and over a longer period. This guidance underscores the need for clear bereavement policies and prepares managers through training to conduct compassionate discussions with affected employees. Developed with input from organisations such as Cruse Bereavement Care, NCPC, and Dying Matters, this resource is freely accessible, providing valuable insights into managing workplace bereavement.
Claire Henry, Chief Executive of the NCPC, advocates for the new ACAS guidelines, noting their crucial role in enhancing workplace support for bereaved employees. She mentions that society’s response to bereavement, including in professional settings, often falls short, adding difficulty to the grieving process. The guidelines recommend various supportive measures, such as offering time off, flexible work arrangements, and sensitive managerial interactions.
Adrian Lewis from Codel Software remarks on the individuality of each bereavement scenario, which prevents the law from mandating specific durations for special leave. Proper management and documentation of bereavement leave are essential to fairness and legality in the workplace. This underscores the importance of expert consultation in crafting effective bereavement policies.
Effective bereavement management in the workplace is pivotal for both employee wellbeing and organisational integrity, necessitating informed and compassionate policies.
