Grief in the Workplace

1. Grief in the Workplace How to Remedy a Conflict of Value Systems Erin Barnes Holly Boyer Paula Jones Katie Wheeler Michael Zielinski

2. Introduction

3. Case Summary

4. Case Summary (2)

5. Case Summary (3)

6. Literature Review • Hazen (2009) explores the impact of grief on the workplace and how managers can be prepared to handle it • Most of the time, people grieve because a person closer to the has died • In the United States, about 2.5 million people die every year, with each death affecting an average of five people • Likely, a large number of those bereaved people are in the workforce, often returning to work within a week of their losses (p.290)

7. Literature Review • Jim seemed unaccustomed to handling workplace grief • Rather than address it, Jim and others at River Rapids did their best to cover for Donna and generally ignored the problem • Although sympathetic to her grieving, it was Jim's job to hold Donna accountable for her responsibilities as assistant director, for as Gordon states, "Manager cannot afford to make only popular choices; they need to base their actions on what will be best for the institution" (p.76) • Jim's reluctance to communicate with Donna resulted in a mishandled, one-sided conversation

8. Literature Review • Gibson et. al. (2010) tell us that trauma to parents following a child's suicide is often similar to losing a child by tragic accidents • Parents have difficulty readjusting to the workplace, including • Having a hard time interacting socially with colleagues • Experiencing changes in personal priorities, such as how Donna has taken on a new role allowing her to help others prevent and deal with drunk driving • Employers should expect changes in parent's behavior and performance at work • Suggestions for handling bereaved parents include gradual returns to work, a change in the job role or position, help with the workload, and support for the parent and other employees (p. 521)

9. Literature Review • Hazen also discusses the impact of grief in workplace and how managers need to recognize the importance of being informed about • workplace grief, • symptoms of grief, • theories on how people heal, • and how they can respond to grief • While Donna's grief was clear to all, it was left unaddressed by Jim • If managers know that an employee has experienced a loss, they can • acknowledge the loss, • account for the grief, • offer support, • and work with the employee to minimize possible damaging effects in the workplace (p.293)

10. Literature Review • Tyler (2003) mentions the importance of the human resources department or representative being involved from the start • Organizations should have a formal policy dealing with bereavement, including leave (p.56) • HR has a role in mediating between the employee and supervisor in handling workload and performance for bereaved parents (p.58) • The employee, supervisor, and HR rep should have serious discussions about accommoda-tions the employee may need and supervisor expectations (p.58) • Reassignment may be necessary if the employee does not want or cannot complete job tasks

11. Literature Review • Bell (2010) also describes the steps a supervisor should take when an employee has declining performance, which includes • documenting the poor performance, • helping the employee visualize the problem (and consequences) • helping the employee to feel relief by asking what the supervisor can do to help • and by referring the employee to an Employee Assistance Program, if necessary and available (p. 5)

12. Possible Solutions

13. Possible Solutions

14. Solution • Jim apologizes to Donna for how he made her feel during their last meeting • New meeting where third unbiased party is present • Library offers to host MADD related programming • Jim & Donna set benchmarks to be met. If not met they can reevaluate Donna's job description.

15. Possible Reactions • Everyone ends up happy • Donna slowly returns to her former ways • The colleagues receive counseling for dealing with grief in the workplace • The library gets good press for their involvement with the MADD activities • Jim gets removed from the situation • before a meeting is even able to take place, the board removes Jim from the situation or from the job entirely

16. Possible Reactions

17. References • Bell, R. I. (January 01, 2010). A three-step process to save troubled employees from themselves. Supervision, 71, 11, 3. • Eisaguirre, L. (2009). “We need to talk” tough conversations with your employee: From performance reviews to terminations tackle any topic with sensitivity and smarts. Avon, MA: Adams Media. (This citation is from the actual book that I have, I’m not sure why it was changed.) • Gibson, J., Gallagher, M., & Jenkins, M. (January 01, 2010). The experiences of parents readjusting to the workplace following the death of a child by suicide. Death Studies, 34, 6, 500-528. • Gordon, R. S. (2004). The accidental library manager. Medford, N.J: Information Today. • Hazen, M. A. (October 01, 2009). Recognizing and responding to workplace grief. Organizational Dynamics, 38, 4, 290-296. Retrieved from Academic One File on March 16, 2013 • Tyler, K. (January 01, 2003). EMPLOYEE RELATIONS - Helping employees cope with grief - HR can help employees recover from grief after a loved one dies suddenly. Hrmagazine, 48, 9, 54.