More than half of employees navigating the profound personal challenge of bereavement are simultaneously grappling with the complex and time-consuming practicalities of a loved one’s death while on the job, severely impacting their professional performance and overall well-being. This pervasive issue, often unseen and unaddressed, highlights a critical gap in workplace support systems across the United Kingdom.
According to comprehensive research commissioned by Octopus Legacy, a specialist in end-of-life planning and bereavement support, a striking 53% of bereaved workers are compelled to conduct what is colloquially termed "death admin" during their contracted work hours. This administrative burden encompasses a wide array of tasks, from locating crucial documents and communicating with banks to navigating the intricate legal processes of probate and managing the deceased’s estate. The study underscores that this engagement with grief-related practicalities during professional time significantly detracts from an individual’s capacity to perform their work duties effectively.
The Unseen Burden: Navigating "Death Admin" at Work
The period following a death is universally acknowledged as one of immense emotional distress. Yet, beyond the emotional toll, there exists a formidable practical workload that often begins almost immediately. This "death admin" can include cancelling subscriptions, closing accounts, redirecting mail, contacting utility companies, and dealing with pensions and insurance providers, all while managing funeral arrangements and supporting other family members. These tasks are not only numerous but also frequently require phone calls during business hours, visits to official institutions, and the meticulous completion of lengthy forms – activities that are inherently difficult to postpone or confine to evenings and weekends, especially for those who have already returned to work.
For many, returning to work, even after a period of compassionate leave, does not signify the completion of these tasks. Instead, it often marks the point where the practical realities begin to clash with professional responsibilities. Employees find themselves in a challenging dichotomy: seeking a semblance of normalcy and routine at work, while simultaneously being pulled into the relentless demands of post-death administration. This constant negotiation between personal grief and professional duties creates a unique form of "presenteeism," where individuals are physically at work but mentally preoccupied and less productive.
A Pervasive Problem: Statistical Insights and Impact
The Octopus Legacy research paints a stark picture of the consequences of this dual burden. A staggering eight out of ten individuals who faced the challenge of managing these death-related tasks concurrently with their work responsibilities reported a direct and detrimental impact on their ability to perform their jobs. This suggests that the issue is not merely an inconvenience but a significant impediment to productivity and employee effectiveness.
Despite the widespread nature of this problem, the level of direct employer support remains alarmingly low. The study revealed that only 8% of bereaved workers received any form of practical assistance from their employers in navigating these complex administrative hurdles. This significant disparity between need and provision highlights a critical area for improvement within corporate human resources strategies.
The economic implications of unaddressed workplace grief extend beyond individual productivity. Studies by organizations like the National Council for Palliative Care (NCPC) and Cruse Bereavement Support have highlighted that grief can lead to decreased concentration, impaired decision-making, increased errors, and higher rates of absenteeism and presenteeism. The cumulative cost to businesses, encompassing lost productivity, increased healthcare costs, and potential employee turnover, can be substantial. For instance, some estimates suggest that the cost of replacing an employee can range from 50% to 200% of their annual salary, making effective bereavement support a clear financial imperative, not just a humanitarian gesture.
The Current Landscape of Employer Support
Historically, workplace responses to bereavement have largely focused on offering compassionate leave and, perhaps, general expressions of sympathy. While time off is undoubtedly crucial, the research clearly indicates that this alone is insufficient. The emotional complexities of grief are compounded by the logistical complexities, and employees are increasingly seeking practical guidance alongside emotional understanding.
The preference for human-centric support is also a key finding. The Octopus Legacy study showed that almost two-thirds (63%) of bereaved individuals would prefer to speak to a person for practical support, with a negligible 3.2% finding an app helpful for such tasks. Similarly, for emotional support, 63% would rather talk to someone, with only 1.6% opting for an app. This underscores the irreplaceable value of human connection and personalized assistance during times of profound vulnerability, suggesting that technological solutions, while having their place, cannot fully replace direct, empathetic human interaction.
Evolving Corporate Responses: A Shift Towards Comprehensive Care
In response to this growing awareness and the clear need for more robust provisions, a nascent but significant trend is emerging among forward-thinking employers. A growing number of organizations are beginning to implement more comprehensive bereavement support programmes. These initiatives extend beyond traditional compassionate leave to include one-to-one guidance, direct assistance with carrying out death-related tasks such as liaising with banks, and help with form completion.
Octopus Legacy itself has partnered with several prominent employers to facilitate the provision of such vital support. High-profile companies like Kraft Heinz, John Lewis, and Hargreaves Lansdown are among those who have recognized the critical need to support their employees through these challenging times. This proactive approach not only demonstrates corporate empathy but also strategically addresses a significant workforce issue that impacts retention, morale, and productivity.
Sam Grice, founder and chief executive of Octopus Legacy, articulated the paradox many grieving employees face: "Work can be a refuge after loss. It can also be the only time where you can move forwards some of the unrelenting admin that comes with this time." He elaborated on the immense pressure: "People return to meetings, emails and deadlines while still chasing death certificates, calling banks and working out what has to happen next." Grice acknowledged that "Most employers want to do the right thing. They offer time off, flexibility, sympathy and care. But too often it stops there." He stressed the broader implications for businesses: "For employers, this is a real workforce issue, as well as a human one. People are missing days, losing focus, reducing hours and, in some cases, leaving work altogether." He further emphasized that employers have the capacity to make a "measurable difference" by alleviating some of this practical burden.
This sentiment is echoed by corporate partners. Debbie Fennel, head of benefits at DHL Supply Chain UKI, a company that utilizes Octopus Legacy’s services, highlighted the often-invisible nature of this struggle: "We know some of the hardest parts of grief are the least visible at work. A manager may see that someone needs time, flexibility or care, but not necessarily the call to the bank at lunch, the form being filled in late at night, or the documents being chased between shifts and we do not want our employees carrying that burden alone." This statement powerfully articulates the need for employers to look beyond the superficial indicators of grief and delve into the practical challenges their employees face.
Legislative Framework and Policy Gaps
While some progress is being made at the corporate level, the broader legislative framework surrounding bereavement leave and support in the UK remains comparatively limited. The Employment Rights Bill, for instance, includes provisions to extend the right to statutory bereavement leave, but this is currently primarily focused on parents who experience the loss of a child under the age of 18. While a crucial step for specific circumstances, it leaves a vast majority of bereaved employees without legally mandated support for the loss of other family members or loved ones.
Crucially, there is no existing requirement for employers to provide practical support for "death admin." Decisions surrounding compassionate leave, its duration, and the nature of any additional support tend to be left largely to the discretion of individual line managers, leading to inconsistencies and potential inequities across organizations. This discretionary approach often means that the quality and extent of support an employee receives can vary significantly based on their manager’s understanding, empathy, and available resources, rather than a standardized, comprehensive company policy.
In contrast, some other developed nations have more robust and extensive bereavement leave policies. For example, countries like Australia and Canada often provide a certain number of paid bereavement days for immediate family members, with some extending to more distant relatives. While not universally offering "death admin" support, their more generous leave policies can indirectly provide individuals with more time to address these practicalities outside of work hours. This international perspective highlights an area where UK policy could evolve to better support its workforce.
Beyond Sympathy: The Business Case for Practical Bereavement Support
The growing recognition of the impact of "death admin" on employees is not solely a matter of corporate social responsibility; it presents a compelling business case. Investing in comprehensive bereavement support, which includes practical assistance, can yield tangible benefits for organizations.
Firstly, it significantly contributes to employee well-being and mental health. By alleviating the stress associated with juggling work and bereavement tasks, companies can help prevent burnout, reduce anxiety, and foster a more supportive work environment. This, in turn, can lead to increased employee engagement and loyalty. Employees who feel genuinely supported during their most difficult times are more likely to remain with their employer, reducing costly turnover.
Secondly, addressing "presenteeism" directly impacts productivity. When employees are freed from the constant distraction of administrative tasks, they can dedicate their focus and energy to their work, leading to improved output quality and efficiency. A reduction in errors and a more concentrated workforce contribute directly to the bottom line.
Thirdly, offering practical bereavement support enhances an organization’s reputation as a caring and responsible employer. In an increasingly competitive talent market, robust employee benefits, particularly those addressing critical life events, can be a significant differentiator. It aligns with Environmental, Social, and Governance (ESG) principles, demonstrating a commitment to the "Social" aspect of corporate responsibility.
The Future of Workplace Bereavement Care
The findings from Octopus Legacy’s research serve as a vital call to action for employers and policymakers alike. The trajectory suggests a future where workplace bereavement support evolves beyond mere sympathy and time off, towards a more holistic, integrated model that acknowledges and actively addresses the practical challenges employees face.
This future will likely see a greater integration of specialized services, potentially through partnerships with organizations like Octopus Legacy, to provide expert guidance and hands-on assistance. It will also demand greater consistency in policy application, moving away from manager-dependent discretion towards standardized, comprehensive corporate guidelines. Furthermore, legislative advancements are anticipated to broaden the scope of statutory bereavement leave, reflecting a societal shift in understanding the pervasive impact of grief on individuals and their ability to contribute to the economy.
Ultimately, by recognizing the hidden burden of "death admin" and proactively implementing practical support mechanisms, employers can cultivate a more resilient, compassionate, and productive workforce, ensuring that employees do not have to carry the weight of grief and its associated bureaucracy alone.
Jo Faragher
Jo Faragher has been an employment and business journalist for 20 years. She regularly contributes to Personnel Today and writes features for a number of national business and membership magazines. Jo is also the author of ‘Good Work, Great Technology’, published in 2022 by Clink Street Publishing, charting the relationship between effective workplace technology and productive and happy employees. She won the Willis Towers Watson HR journalist of the year award in 2015 and has been highly commended twice.
