Recovering from the Death of a Co-Worker
The death of a co-worker is a painful experience under any circumstances, and all
the more difficult if it is unexpected. Recovery of individuals and of your work
group itself depends to a great extent on the effectiveness of the grief leadership
provided by you--the group's manager. Effective grief leadership guides members of the
work group as they mourn and memorialize the dead, help their families, and return to
effective performance of their duties. The following guidelines have proved helpful:
Provide a private area were co-workers can mourn without public scrutiny.
Initially, close friends and associates will feel shock and intense grief. If the loss is to be
resolved, it is essential for all affected employees to spend time talking about the deceased
person, sharing memories, and discussing the loss. This "grief work," which is essential
for recovery, is intensely painful when done alone, but much less so when it can be shared
with friends. Providing a private area where co-workers can talk together and shed tears
without public scrutiny will ease this process.
Share information. Employees will feel a particularly strong need for information at
this time. Managers can show their concern by making a concerned effort to get that
information, and share it in a timely manner. Until you get the information, simply
admitting honestly that you don't know is more comforting to employees than not being
told anything.
Contact employees who are temporarily away from the office. Ordinarily, people
in a small work group are aware of friendship patterns, and will take steps to ensure that
those in particular need of comfort are given support. However, problems may occur if
co-workers are on leave or travel. The manager and group members may need to reach
out to those temporarily away from the office to make sure they don't get left out of the
grieving process.
Serve as a role model. Managers need to serve as role models for appropriate
grieving. If you show that you are actively grieving, but still able to function effectively,
other employees will realize that they can also be sad without losing their ability to
perform their duties rationally. You should avoid hiding your own feelings, as this often
leads employees to misperceive you as not caring.
Consider offering EAP support. Often, a cohesive work group can go through the grief process without help. However, if members do not know each other well, or for whatever reason have difficulty talking, an EAP professional can support them in their discussion and offer suggestions for coping with grief.
Consider holding a memorial service, especially if co-workers cannot attend
the funeral. A memorial service can be very helpful and is often a turning point in
restoring a work group to normal productivity. This is not to imply that the deceased is
forgotten; rather people find after a point that they can continue to work while grieving.
Consider the following points in planning a memorial service:
- The memorial service should honor the deceased and provide an opportunity to say
goodbye. Unlike a funeral, a memorial is not a religious service, and should be
suitable for employees of all faiths. Friends may speak about the qualities they
admired in the deceased, the person's contributions to the work and the morale of
the group. Poetry or music reminiscent of the deceased might be shared.
- The most common mistake in planning memorials is to plan them at too high a
level. Senior officials may want to take charge, to show that they care, and to
assure a polished product. This approach usually "backfires," for example, "The
managers don't care about Sam; they just want to put on a show for the
executives."
- Memorial services are most effective when the closest associates of the deceased
are given key roles in planning and carrying them out. Including the "right"
people, i.e., the best friends of the deceased, makes the service more comforting
for everyone. If the best friends are too upset to speak, they can take non-verbal
roles such as handing out programs.
Reach out to family members. Reaching out to the family of the deceased can be
comforting for both employees and family members. Attending the funeral service,
sending cards, visiting the bereaved family and offering various forms of help are all
positive healing activities.
Support informal rituals. Informal rituals in the office can ease healing. A group of
friends might join together to clean out the deceased person's desk, or organize a
campaign for contributions to an appropriate charity. Sometimes employees may want to
leave a particular work station or piece of equipment unused for a time in memory of the
deceased. If possible, this wish should be honored.
Get back to the work routine in a way that shows respect for the deceased.
Returning to the work routine can facilitate healing if the work group makes an effort to
uphold values held by the deceased and strive toward goals that he/she particularly valued,
for example, "I want to show the customers I care, because Sam was such a caring
person."
Don't treat a new employee like a "replacement" for the employee who died.
It is important that new employees not be made to feel like "replacements" for employees
who have died. Reorganizing responsibilities and moving furniture can help spare the new
employee and others the painful experience of having somebody new at "Sam's desk"
doing "Sam's job."
Remind employees about the services of the Employee Assistance Program.
Group members should be reminded that normal grieving can produce upsetting responses
such as sleeplessness, diminished appetite, and intrusive thoughts of the deceased.
Ordinarily, these will subside with time, particularly if the individual receives strong group
support. However, some individuals may find these reactions especially troubling or long
lasting, and may need to turn to the Employee Assistance Program for professional help in
getting over the experience.