The death of a colleague can leave teams feeling shocked, overwhelmed and unsure of how to move forward. It can impact morale, productivity and emotional wellbeing – especially in workplaces that aren’t used to talking about grief.

While there’s no perfect way to respond, there are practical steps managers and teams can take to support each other through it.

The way the news is shared has a lasting impact. Silence, delay or avoidance can make grief feel heavier and more isolating. When communicating the death of a colleague, aim to do so before rumours spread, using language that is honest, sensitive and free from unnecessary detail. If you’re managing a hybrid or remote team, think carefully about how you’ll ensure everyone is informed in a respectful and inclusive way.

Where possible, share the news in person or over video. This allows people to process the information in a space where they can ask questions and receive emotional support. Follow up with a written message to clarify any key details, such as funeral arrangements, support options or any changes to workload, and acknowledge that people will respond differently. All reactions are valid, and your team should be reminded that they won’t be judged for how they’re feeling.

There are often administrative and operational tasks that must be addressed quickly following the death of a colleague. Informing HR is usually the first step, particularly if there are matters relating to payroll, benefits or next of kin communication. But practical support goes beyond paperwork.

Some staff may want to attend the funeral or memorial service, and others may not. Offering time off for those who wish to attend is important, but so is making sure people feel they have a choice without pressure or expectation.

Depending on the person’s role, you may need to consider how to manage their responsibilities in the short term. Be transparent but gentle when making these decisions, especially if close team members are involved. Where possible, include affected staff in the discussion – giving people a voice can help them feel more in control at a time when very little does.

Aside from work-related practicalities, even small things, like what to do with their desk or locker, can carry emotional weight. Wait if needed, or ask the team how they’d prefer to handle it. The goal is to balance respect with practicality.

After the death of a colleague, it’s normal for productivity and morale to be affected. Some people may throw themselves into work as a distraction, while others might struggle to focus at all. As a leader, it’s important to recognise these reactions as part of a wider emotional process.

Make it clear that people can ask for what they need – whether that’s time off, reduced hours, a flexible workload or just someone to talk to. Having a named point of contact, such as a mental health first aider or HR lead, can help ensure that no one falls through the cracks. And if your organisation offers access to counselling or Employee Assistance Programmes (EAPs), share that information more than once. People may not be ready to access support immediately, but knowing it’s there matters.

You don’t need to have all the answers or the perfect response. Just checking in and acknowledging what’s happened can go a long way in helping staff feel seen and supported.

If you need guidance when it comes to your company’s bereavement leave policies, click here.

It’s common for there to be uncertainty about how much to talk about the person who died, or whether to bring them up at all. Some people may want to share stories, look at photos or create a memorial. Others may feel uncomfortable or too raw to engage in these types of activities.

Offer options, not obligations. You might suggest creating a shared memory board, writing messages in a card for the family or collecting donations for a charity that mattered to the colleague. These gestures can help people feel connected, but it’s also important to reassure staff that it’s okay not to participate.

Honouring someone’s memory looks different for everyone, and respecting those differences is key to supporting your team through grief.

Grief doesn’t disappear after the funeral. It often resurfaces around birthdays, anniversaries or in everyday moments that bring the colleague to mind. In the months that follow, it’s common for morale to dip or for grief to come in waves.

It’s important to keep checking in – not just about work, but about how people are feeling. Creating space for honest conversations helps prevent grief from becoming something that’s hidden or unspoken. Here are a few ways to support the team over time –

• Hold regular one-to-one check-ins focused on emotional wellbeing, not just performance.

• Let staff know it’s okay to ask for more support or time off – even weeks or months later.

• Reintroduce social events gradually, and be sensitive to how people might be feeling.

• Acknowledge key dates, like the colleague’s birthday or work anniversary, and offer the chance to mark them if the team wants to.

• Keep open communication channels so grief doesn’t become a taboo subject.

Some deaths can be particularly traumatic. If a colleague has died suddenly, violently or by suicide, the emotional impact is often deeper and more complex. Alongside grief, staff may be dealing with shock, confusion and fear. In these situations, the workplace is often managing both a crisis response and the emotional fallout, which can feel overwhelming for everyone involved.

It’s important to respond with care and clarity. Bringing in trauma-informed professionals can provide essential support, especially in the early days. Where possible, offer immediate access to counselling and mental health services, and be flexible with time off – some staff may need longer than others to process what’s happened.

Team members may also find their own past experiences of trauma or mental health challenges triggered by the loss. Stay aware of this and check in proactively with anyone who may be particularly vulnerable, even if they don’t come forward themselves.

Being in a leadership or HR role doesn’t mean you’re expected to know exactly how to handle the death of a colleague. You’re human too. What matters most is your willingness to listen, to be flexible and to make space for grief in a culture that often avoids it.

Let your team see that you care. Be honest when you don’t know what to say. Ask for help when you need it. And if your workplace would benefit from additional training or support, reach out to organisations that specialise in bereavement.

At The Laura Centre, we provide bereavement training sessions designed to help managers, HR teams and organisations respond with confidence and compassion after an adult experiences the death of a child. To learn more or make an enquiry, visit www.thelauracentre.org.uk/training-supervision or email us via info@thelauracentre.org.uk.