Bereavement Leave: Supporting People When It Matters The Most
Bereavement is something every workplace will face at some point. When an employee loses someone close to them, how you respond matters — not just to that individual, but to your culture as a whole.
This isn’t just about ticking a legal box. It’s about leadership. Many of my clients will have heard me talk about legal v moral. Yes, of course there’s what we need to do to be compliant legally – but actually the moral approach to situations such as this can be a completely different matter.
What Does the Law Actually Say?
Under Section 57A of the Employment Rights Act 1996, employees are entitled to a “reasonable” amount of unpaid time off to deal with emergencies involving dependants — including after a death.
But what does reasonable mean?
There’s a lot to deal with when someone passes away.
Firstly, there’s the shock of the loss, particularly if the passing was sudden or unexpected. Then there’s the funeral, registering the death, notifying people, making arrangements for money, property and other belongings – the list goes on and all this needs addressing at a time when you may just want to crawl under the duvet.
Unlike statutory parental bereavement leave, there’s no set number of days for bereavement, which means employers are left to interpret what’s fair — and to set their own expectations through policy.
That flexibility can be positive. But it also puts responsibility firmly on the employer to get it right.
Grief can impact so many people in so many different ways.
Offering a couple of days off might technically meet your legal obligation. But that doesn’t mean it reflects the reality of what someone is experiencing.
When you look at the different emotions that can be experienced following a bereavement, its easy to see why time off work can be essential for most people; shock, guilt, anger, relief, sadness, emotional pain and for some physical symptoms such as difficulty sleeping, loss of appetite, feeling drainer/low energy.
When employees feel rushed back to work before they’re ready, you may see:
Reduced concentration
Lower productivity
Disengagement
Longer-term absence
On the flip side, when employer respond with compassion, employees remember it. Support builds trust. Trust builds loyalty. And loyalty supports retention. So how you approach this can speak volumes about the culture of your company.
Some practical steps
A thoughtful bereavement approach doesn’t have to be complicated — but it does need to be intentional.
1. Have a Clear, Written Policy
Set out standard entitlements. For example, 5–10 days of paid leave for immediate family members.
You may also want to allow discretion for other relationships. Families don’t all look the same, and grief isn’t limited to traditional definitions.
Having something in writing gives you a good starting point and make sure people know where to find it.
2. Build in Flexibility
Consider allowing employees to combine bereavement leave with annual leave or unpaid leave if needed.
Phased returns, temporary reduced hours or remote working can make a significant difference when someone is adjusting back to work.
It’s not about unlimited leave; it’s about reasonable flexibility.
3. Train Line Managers
Managers are usually the first point of contact. They don’t need a script — they need confidence.
Train them to:
Handle conversations with empathy
Maintain discretion
Apply policy consistently
Listen before reacting
Every situation will be different. The skill is in balancing consistency with compassion.
Keep lines of communication open without being suffocating. Find out if the employee wants you to notify colleagues.
4. Think Beyond the Leave Itself
Support doesn’t end on day one back at work.
Signpost to counselling services, EAPs or external bereavement charities. And most importantly — check in. A simple conversation a few weeks later can make a meaningful difference.
Section 57A of the Employment Rights Act 1996 may set a baseline. Good employers go further.
This doesn’t mean compromising business needs or offering open-ended leave. It means recognising that grief affects people differently, and that a rigid, one-size-fits-all approach rarely works.
The real question isn’t just “What does the law require?” It’s “What kind of Company do we want to be?”
Bereavement policies are more than procedural documents. They’re a reflection of culture. When compassion is embedded into your approach, you support your people at their most vulnerable — and you strengthen long-term resilience across your workforce. And that’s good HR.