The death of employees or their loved one is a heart-wrenching and devastating moment. It is a profound loss that no company or individual is ever truly prepared for, yet it is in these darkest moments that HR must rise to the occasion. 

With compassion and grace, HR can become the pillar of support, offering solace and strength to the grieving employee and his/her family members, guiding them through this painful process with dignity and care. The responsibility is immense, as HR must balance the weight of sorrow without hampering the administrative tasks, while also taking into consideration the emotional well-being of those affected. 

There are specific legal, cultural, and organisational considerations that HR personnel should be aware of while managing the situation with empathy and respect. In particular, HR should be mindful of cultural and traditional differences when dealing with death at workplaces, and respect employees' own practices when offering time off or other forms of support. 

At the most basic level, here are a few practical steps HR may take.

Supporting the bereaved

Offer condolences to the family: The first step is one of empathy; HR personnel will need to convey the organisation's condolences, in verbal or written form, to the family of the deceased. This might extend to coordinating a company-wide tribute, such as arranging flowers, or donations, or even support with a memorial or other service.

Final payment and other benefits, if the deceased is an employee: If the deceased is an employee, HR should immediately process any final payments, including any accrued leave entitlements for example, annual leave, sick leave etc., and ensure that any outstanding benefits (for example superannuation and insurance) are settled according to prevailing regulations and where applicable, the employee's indicated wishes.

Compassionate arrangements, if the deceased is a loved one: Besides the mandatory entitlement provided for by the National Employment Standards (Australia) or the Holidays Act (New Zealand), individual companies will have their own provisions for compassionate leave and other arrangements. This may include flexible working arrangements for the employee, such as adjusted work hours, lighter workloads, or extended time off. HR can  also offer grief counselling via EAP. 

Assisting with applicable benefits: Bearing in mind that the bereaved employee - or the family of a deceased employee - may not be in a good headspace to handle the claims process, HR may be in a better position to liaise with the insurance or other provider. Some ways of support might be to assist with the related paperwork or even guide the bereaved in claiming applicable survivor benefits.

Managing the workplace impact

Within the workplace, HR will have additional duties, particularly if the deceased is an employee.

Securing a late employee's work and data: HR personnel should ensure that the late employee's company systems, email accounts, passwords, and files are securely accessed or closed to prevent the misuse of data. HR can involve IT, legal teams, or any external service providers to get help.

Assessing work and project status: HR should work with the employee's manager to assess how pending work and projects may be managed. This might involve redistributing the work or making temporary staffing arrangements, depending on the late employee's role and responsibilities.

Return of company property: If applicable, HR should coordinate the return of any company property the late employee may have had during his tenure with the company, such as a laptop, key, car, or phone. This should be done in accordance with the family’s wishes. 

Offering emotional support to co-workers: The death of a colleague can deeply affect coworkers. HR should ensure that other employees have access to grief counseling through employee assistance programmes, or access to support networks. HR should also work with managers and leadership team to encourage an open and supportive environment for colleagues to express their feelings.