Research Paper-Org Change-Pacanowski

Running head: A CASE FOR BEREAVEMENT POLICY REFORM 1

A Review of National and International Bereavement Policies-

Making a Case for Policy Reform

Amy Pacanowski

Villanova University

A CASE FOR BEREAVEMENT POLICY REFORM

Abstract

This paper reviews bereavement policies in the United States and several other prosperous,

European and Asian countries It describes the ways in which the most prominent companies in

these nations handle and manage employees that experience the loss of a close relative. It

identifies and defines the loss and grieving process, according to leading expert, Dr. Elisabeth

Kubler-Ross and describes how that process affects grieving employees, managers and

colleagues at the workplace. It answers questions such as: What current programs are in place to

assist grieving employees? How many days off does a grieving employee receive? Is that

enough time to complete the grieving process? What practices are being used in other countries?

How is bereavement typically handled in the workplace? It will identify the current condition of

the bereavement practices in the United States and explore the best practices in other strong

nations such as the Norway and Australia. The paper will propose a treatment plan and

recommendations, which include program ideas such as more paid time off and flexibility with

job security.

Keywords: grief, grieving, bereavement, Organization for Economic Cooperation and

Development (OECD), personal time off (PTO), The Family and Medical Leave Act (FMLA)

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A Review of National and International Bereavement Policies: Making Case for Policy Reform

The American workplace is evolving; some argue for the worse, others argue for the

better, but either way, the way work gets done today is very different than twenty-five years ago.

Corporations offer more flexible hours and work-life balance. Several companies allow

employees to work from home and do not require timecard tracking. Recently, there has been a

big stir in corporate circles about the pros and cons of maternity/paternity leave. Spurred after

Netflix announced their new policy of one year, unlimited family leave (Dishman, 2015).

Building this kind of trust within the culture of these organizations has proven to benefit the

bottom line by increasing retention rates, loyalty, and productivity. These corporate policy

changes are helping employers get more from their employees, but there is one area that still

needs attention. If organizations want to keep workers happy, satisfied, and loyal then they must

reform the current bereavement policy.

Currently, many companies give personal time off for life-changing events such as

celebrating new life or coping with sickness but, what about a life-changing event such as

suffering the loss of a family member? Wouldn’t mourning death warrant as much, or possibly

even more, personal time off as celebrating life? The Family and Medical Leave Act (FMLA)

requires eligible employers to give employees up to twelve weeks of protected leave to care for a

newborn or adopted child, to care for self, if a health condition prevents doing one’s job and to

care for a sick family member. Eligible employees also get up to twenty-six weeks to care for

family military service members. (United States Department of Labor, n.d.). In summary, the

FMLA covers eligible employees for children, sickness and life-threatening circumstances, but

does not cover employees suffering loss.

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Typically, a company will give three days to an employee to mourn the loss of a loved

one. This is not enough time and it causes tension between employees and management.

Employees are ashamed to ask for extra time. Stephanie Adams works for a Christian non-porfit

and she was expected to return to work 5 days after she lost her baby. “It was terribly awkward.

My colleagues didn’t understand and I felt I was expected to work so I did. But there were many

times I had to run to the bathroom to let out the tears”. S. Adams (personal communication,

August 3, 2015). Employees are forced to grieve at work - during meetings, while they manage

people and projects and tasks. People feel uncomfortable about taking time to grieve. There is an

expectation from Managers that life should be back to normal in three days. But this is barely

enough time for individuals to make travel arrangements and coordinate funeral logistics.

Employees are back to work before the grieving begins. According to Kubler Ross (1969) it can

take up to fourteen days to begin grieving. A three-day bereavement policy does not give an

employee the opportunity to recover from loss before they return to work.

If companies are changing policies to increase their bottom line by providing more

autonomy, trust and flexibility, then surely, they should design their bereavement policy to align

to the company’s strategy. There is a growing need to reform the bereavement policy in the

United States. This particular topic has attracted very little attention compared to sick leave and

parental paid time off. Currently, there are no laws that require employers to provide paid time

off for grieving employees. This paper intends to show the benefits of adding a more generous

package for grieving employees. This study explores various policies across the world focusing

on the United States. And it offers a solution to the problem. The purpose of this paper is to

increase awareness and make a case to reform the common, current bereavement policy in the

United States and abroad.

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Review of Current Policies

Before this study discloses and discusses the effect of loss on individuals in the

workplace, it explores and reviews current, common bereavement policies of popular, leading

companies in the United States. The only mandated personal time off is that which is stated in

the Family and Medical Labor Act. The FMLA requires eligible employers to give up to twelve

weeks paid leave for the birth or adoption of a child, to care for a sick family member or to care

for oneself in the event of a injury or sickness that prevents one from working. The FMLA

covers eligible employees for sickness, life threatening circumstances and birth, but not death.

(United States Department of Labor, n.d.). After a review of policies in the United States, this

paper will examine policies in other countries, hoping to find solutions to the current situation in

American workplace culture.

The United States

The Society for Human Resource Management exists to provide support to human

resource teams, who exist to provide support to employees. The mission of the Society for

Human Resource Management (SHRM) is to “provide thought leadership, educate and advocate

for human resource professionals and to ensure that policy makers and law makers are aware of

key people concerns facing organizations.” (Society for Human Resource Management, 2015).

SHRM provides a bereavement leave template for human resource professionals, which sets the

pace for many organizations. Although SHRM agrees that employers should provide a

bereavement policy, the template SHRM provides is not sufficient. It states that the employee

should be granted three consecutive days with pay for immediate family, one day for extended

family (in-laws, cousins, aunt, grandparents, etc.), and just four hours to attend a funeral of a

fellow employee or colleague. (Society for Human Resource Management, 2015). A typical

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bereavement policy, according to SHRM, might read like this: “Purpose: the company is

considerate to the emotional needs of employees when a death occurs within their family and

therefore, adopts a sympathetic approach to the granting of bereavement leave. Eligibility: all

permanent employees are entitled to paid compassionate leave upon the death of an immediate

family member. Immediate family members include spouse, children, parents or parents-in-law,

brothers, sisters or grandparents. Policy: two days paid leave will be available to you on each

occasion when a death occurs in the family.” (Society for Human Resource Management, 2015).

This is almost the exact policy found in leading organizations across the United States. The only

variation is that some companies grant five days as opposed to three days. But, whether three

days or five days, neither is enough time for an employee to grieve. The society mentions being

“considerate to the emotional needs of the employee”; if this is truly a concern then the Society

for Human Resource Management should change their template to allow more flexibility, more

PTO for the grieving employee. Two days is not enough.

Let’s review the bereavement policies at some of the best companies in the United States.

Google provides many perks to their employees, but no bereavement leave is mentioned among

the long list, as shown in Table 1. They provide free lunch, they will match contributions to

employees’ favorite charity, repair employee bike tires when flat, allow generous

maternity/paternity leave, but no specified time off for a grieving employee. Google is the

number one place to work according to Fortune’s 500 (“One Hundred Best Companies to Work

For”, 2015). Not only does it provide a ton of fun and exciting perks for employees, it boasts of

giving new parents up to twelve weeks parental leave with full pay. And within the first three

months, Google gives $500.00 called “Bonding Bucks” to the new parents. 500 (“One Hundred

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Best Companies to Work For”, 2015). But, there is no mention of bereavement leave included in

their policy.

Zappos’ emphasis is about building a fun culture. Zappos developed a culture that

supports fairness, fun, hard work and honesty. (Zappos, 2015). Nordstrom emphasizes great

customer service, autonomy and takes pride that they pay the most of any retailer at $11.95 per

hour. But again, they don’t mention providing time off or flexibility for grieving. (See Table 1).

Nordstrom claims to have a comprehensive benefits package (Nordstrom, 2015). How

comprehensive can it be without a generous bereavement package? Table 1 shows that Deloitte

is another great company to with whom to work, offering as many benefits as Google, but still,

no mention of bereavement leave. Table 1 shows many benefits that top companies in the United

States provide to their employees. Google provides many crazy perks and benefits to their

employees, some of the other companies provide a little less.

Table 1

Wellness benefits offered by top companies in the United States

Benefits Google Deloitte NordstromS. Ohio Medical Center

Zappos

Parental Leave

X X - - X

Sabbatical - X - - -Training X X X X XSick Days X X X X XPTO for Volunteer

X X - - X

Holidays X X X X XGym X X X X X

Note. The dash (-) represents no information available, or the company does not provide the

particular benefit. Adapted from “100 Best Companies to work for,” 2015, Fortune 500.

Retrieved from: http://fortune.com/best-companies/google-1/

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It is clear from this information that top companies have something in common –

employee overall wellness. Companies are concerned with health – many provide

reimbursement for gym memberships or onsite wellness centers. Companies are now offering

Sabbatical leave, which allows employees to take time off for personal study and enjoyment with

the intent that they will come back to work with new vigor. And organizations are concerned

about the whole family; reflected in PTO for parental leave as well as flex time benefits and

holidays. But there is a piece missing from these benefit packages, bereavement leave. Since

companies are concerned with employee wellness, they should include more personal time off

for grieving employees. A true comprehensive benefits package that supports and motivates

workers includes personal time off for the grieving employee.

The fact that bereavement leave isn’t mentioned in most benefit packages means that it is

not talked about openly in the work place. This is adds to the problem. Employees feel pressured

to get back to work; they feel uncomfortable to bring up the topic. Employees feel as though

they need to get back to work and pretend as if life is back to normal. Death should be

recognized as a part of life and the grieving process should be allowed both in our culture and in

the workplace.

Some groups are advocating this cause. (Kluger, 2013). The FMLA entitles employees to

take off for sickness and it is incongruous that it would not provide for grieving. Some

psychologists may even argue that grieving is actually a type of disorder or sickness. (Butler,

2010). Parental leave is getting a lot of publicity lately, and employers are giving new parents

more time as a result. It is time to move the conversation to bereavement leave.

International Policies

How does America stack up against other countries across the globe? Is this a

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National issue or International? As we begin to explore bereavement policy in other countries it

is important to note that work hours in the United States are considerably longer than their

European counterparts. (Ray & Schmitt, 2007). A study done at Hartford Business School

showed that most advanced countries do mandate generous, annual paid time off for both part-

time and full time employees. (See Table 2). The United States is the only developed country

that does not guarantee paid leave. This is important to recognize because, even if the countries

do not give bereavement leave, specifically, employees are give ample personal days that can be

used. (Ray & Schmitt, 2007). It is important to note that European countries are more generous

overall when it comes to providing time off for the employee.

Table 2

Statutory minimum paid annual leave in US and other Countries

United States

Canada

Japan

United Kingdom

Switzerland

Austria

Norway

France

0 5 10 15 20 25 30 35

Days 1 - 5Days 6 - 11Days 12 - 17Days 18-23Days 24 - 30

Note. Number of days that are mandated by the government of respective country. There is no

mandated paid annual leave in the United States. The colors depict days in increments of five.

This does not include holidays. Adapted from Ray & Schmitt, (2007). No vacation nation USA-

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a comparison of leave and holiday in OECD countries (Report No. 3). Location: EEE Policy

Brief. Retrieved from edhttp://www.law.harvard.edu /programs /lwp/ papers /No_Holidays.pdf.

For instance, workers in France get thirty days paid time off in a given year; United

Kingdom, employees are guaranteed twenty. This is much better than in America where the

United States Government does not mandate personal time off. (Ray & Schmitt, 2007). Many

corporations do provide vacation packages, they are not required by the government to do so and

vacation time is much smaller compared to countries around the globe.

The Organization for Economic Cooperation and Development is a global enterprise that

seeks to improve working conditions around the world. “The mission of the Organization for

Economic Co-operation and Development (OECD) is to promote policies that will improve the

economic and social well-being of people around the world. The OECD provides a forum in

which governments can work together to share experiences and seek solutions to common

problems. We work with governments to understand what drives economic, social and

environmental change”. (OECD, About Page, 2015). In 1993, the European Union passed a

directive that stipulates it members to give a minimum of four weeks paid leave to their

employees. (Ray & Schmitt, 2007). Although these countries provide a generous package for

paid time off, they do not mention or consider the grieving employee.

After considerable research, there appears to be no suitable policy in or outside the U.S.

The policy for bereavement leave in the United Kingdom is nebulous. France allows employees

only two days leave (Cush, 2014). The Australian government dictates ten days (“Personal

Leave and Compassionate Leave”, 2015). Bereavement leave is not a typical part of

employment policies outside the U.S.

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According to a United Kingdom human resource magazine article, things might be

changing. On November 20, 2013, the Prime Minister answered positively to a question about

changing the policy posed by Member of Parliament Tom Harris (“Paid Bereavement leave may

be considered,” 2013). Some grieving parents have started petitions that are gaining recognition

among government officials (Symcox, 2013). Growing awareness with employees is beginning

to advocate for change as well. The Change Bereavement Leave Campaign, headed up by Lucy

Herd, discovered in a study that two-thirds believed the current policy was unjust. (Symcox,

2013).

Grieving in the Workplace

Studies show that grieving employees impact job performance and cost American

businesses as much as 37.5 billion dollars annually according to studies by The Grief Recovery

Institute (Stevens, 2003). This should draw some attention. What does grieving look like and

how does it affect our work? One of the most prominent experts on grieving is Dr. Elisabeth

Kubler-Ross. She started the conversation on grieving in her two books On Death and Dying and

On Grief and Grieving. In the forward of On Grief and Grieving, Maria Shriver wrote, “we are a

grief-illiterate nation” (Kubler-Ross, 2005, p. ix). As a nation, we have trouble talking about

grieving. We are expected to return to work after three days of grieving as if nothing happened.

This puts undo pressure on employees. When workers are under stress, production suffers.

There are five stages of grief that Kubler-Ross describes in her books. They are denial,

anger, bargaining, depression and acceptance. Everyone grieves in his or her own way. There is

no perfect timeline and there is no way an individual can plan to turn grief on or off. It can come

in waves at the most unexpected times. Kubler-Ross’ objective for naming these stages is simply

to help people understand what they might be feeling and therefore be able to cope with the

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feelings a little bit better. The paper briefly describes each stage; what people feel during each

stage and how these feelings take effect at the workplace.

Denial

Denial is the feeling that the employee can’t come to grips that his or her loved one has

died. It is described as shock or numbness. Usually during this stage, the necessary travel and

funeral arrangements are made. Denial is a coping mechanism and allows for us to continue to

work and do the work that is at hand without completely giving up. It helps us survive. (Kubler-

Ross, 1969). There is no exact time when denial wears off, but, by the time the employee

actually begins to accept the reality of the loss, they are expected to return to work. The grieving

process has barely begun after three days.

Anger

Kubler-Ross (1969) explains that the anger one expresses after a loss can be pointed to

many various people or situations. It can be toward the person that died or it could be toward

oneself for not being able to stop the death. The anger could be at the doctors or nurses or God or

just at the situation that you are left to deal with the trouble at hand. Either way, Kubler-Ross

(1969) says to let your anger out. She evens goes as far as saying, “scream if you want to, find a

solitary place and let it out” (Kubler-Ross, 2005, p. 14). What if you are at work? The employee

certainly would not be able to scream. And what if the grieving employee begins to take out this

anger on colleagues? Wouldn’t it be much better to allow the employee some flexible time so

that if anger begins to surface they can feel safe to take a little extra time away from the office?

This anger is very normal and part of the process of healing. It should not be diminished and it

should not be suppressed.

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Bargaining

Bargaining is the next stage of the grieving process. These stages do not happen

consecutively, they can happen simultaneously or individually, not following any particular

order, nor do they follow each other in a linear fashion. (Kubler-Ross, 2005, p. 18). In the

bargaining stage the grieving tries to make things they way they used to be. This stage also

partners with guilt and can lead one into depression. (Kubler-Ross, 2005, p. 19). This particular

stage can put a lot of stress on the individual as they think about all the “what-ifs”. This can lead

to being unstable at work and it can make it hard to think clearly and make good decisions. As

the employee becomes distracted with personal thoughts of grieving and loss production goes

down.

Depression

Depression is also a natural step to the healing process. It is real and must be accepted as

such in order to get through it. This stage is noticeable to people around us. It not only effects

the work we do, but it effects our relationships. Our co-workers may notice that something is

wrong and will oftentimes try to fix it. It might be hard to get up in the morning, the simplest

tasks begin to be heavy, and motivation is lost. Work suffers. This stage has perhaps the greatest

negative impact on work. It can be awkward as colleagues try to cheer up the grieving employee.

This stage could appear months down the road. And friends and managers should be sensitive to

the fact that it is a natural part of the healing process. Kubler-Ross (2005) tells her readers to

accept the depression like a ‘visitor” (2005, p. 22). She encourages people not to fight it, but to

cope with it. How is one to be depressed at work? Again, the employee should have the

flexibility to leave early or come in early. Also, there should be support systems so that they can

feel free to get counsel if the depression gets to hard to handle.

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Acceptance

The last stage the Kubler-Ross (2005) mentions is acceptance. Acceptance is a process. It

does not mean the grieving is over for the employee, it just simply means that they realize they

must begin to move on with a new life. Life will not be the same, but it can go on and we can

learn to live with the loss. (Kubler-Ross, 2005, p. 27). During this part of the healing process,

the grieving employee may have good days and bad days. It can be a bit of a roller coaster.

During this phase, colleagues and managers may assume that life is back to normal for the

grieving employee, but Grieving can take up to several years and employers should be sensitive.

Solutions

The best thing for the employee to have during all the stages of grief is understanding and

compassion. They should be given the opportunity to take a morning off to scream or to cry if

needed. They need to be given flexibility to allow for days of depression. Managers and

colleagues need to realize that there may be some good days and some bad days as the healing

process takes place. Kubler-Ross says, “Our society places enormous pressure on us to get over

loss, to get through the grief.” (2005, p. 203). This is evident in the fact that most bereavement

leave policies are for only three to five days long. Much of our life is planned. We plan for

vacations, for celebrations, for completion of projects. But a timeline for grief cannot be

planned. It comes in vast tumultuous, unexpected waves and lasts until it decides to end. Kubler-

Ross argues that “we live in a new death-denying, grief-dismissing world now. In America, we

don’t die well and we don’t grieve well anymore” (2005, p. 205). Kubler–Ross contends, “Our is

a productive society. Most corporations allow three to five days for bereavement. Very few, if

any, will say, ‘Take as much time as you need, this is a very difficult time.’ Our work usually

allows one death per year. After our bereavement time we must go back to our work. We may go

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back physically, but not necessarily mentally. Employees are challenged to find closure and find

it fast. We expect everyone to grieve the same way and in the same time.” (2005, p. 206)

An Article distributed by the Chamber of Commerce of the United States in 1995

emphasizes that managers need to handle grieving employees with compassion, awareness and

flexibility. According to Gould (1995) there are several reactions to the death of a loved one that

can greatly affect the workplace such as disorganization, negativity and apathy. Her article tells

a story of a woman whose father died over a holiday. She returned to work after one week, but

she was so busy making funeral arrangements and caring for family members during her time off

that she didn’t have time to stop and grieve. T he reality of the loss didn’t set in until she was

back at work. This employee wished she was given the opportunity to have a little “space” at

work, such as the freedom to close her office door or the freedom to leave early. This is the story

told over and over again.

There is much talk about providing healthier environments in the workplace. Employers

are giving more leave for new parents and caregivers. It is time to increase awareness about the

need for employers to provide bereavement leave for their employees. There are many things a

company can do to assist and support those that are grieving. One of the main objectives is to

realize that life will never be the same for this individual and so the grieving employee should be

treated with sensitivity.

Bereavement leave is clearly overlooked in our culture, organizations and company

policies. T he conversation about bereavement needs to begin. There is a lot of emphasis and

talk about diversity, creativity, wellness and sustainability, but very little discussion in the

workplace about the needs of the grieving employee. It is time to make a change and bring this

conversation to the forefront. It is time for company policies to change. It is time for employers

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to allow suffering employees more personal time off to grieve, without worry, without stress, but

with pay.

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