Sickness Absence

They provide the opportunity to:

• Check that the member of staff feels well enough to be back at work.
• Establish/confirm the reasons for absence and ensure that these reasons are properly recorded.
• Discuss any support for them, which can include reasonable adjustments for disabled staff.
• Identify whether the sickness absence could be due to an underlying cause(s) and consider if further medical advice is needed.
• Bring the staff member up to date on any changes or developments that may have taken place during their absence.

Discussions should be held privately and the information treated with confidence. Where possible, the discussion should be in-person although the discussion can also take place online if it is proving difficult to agree a mutually convenient day on campus.

The discussion may be brief – e.g., after a short absence due to a cold or flu. This may simply involve you:

• welcoming them back to work
• confirming the reason for their absence, providing the member of staff with the opportunity to highlight any issues. If they do raise issues, try to offer solutions, signposting to other support mechanisms as appropriate.  
• ensuring they feel well enough to resume their duties
• updating them briefly on any work-related developments.

• In advance, review the staff member’s attendance record over the previous 12 months and notes/action points arising from any previous return to work discussions/meetings.
• Meet with them on the first day back at work, or shortly afterwards.
• Keep a record of the discussion.  
• Welcome them back to work. Explain the purpose of the meeting and that it is informal. Encourage a two-way discussion.
• Seek confirmation that they are fit to work – if there is any doubt as to this, seek advice from HR.

Where there are on-going health issues:

• Be clear that the purpose of the meeting is to provide support to them and their return to work.
• Review with them their attendance record/previous RTW discussions and establish what help/support/treatment they are currently receiving (from their GP/other health professional). If appropriate, discuss and agree a referral to Occupational Health.
• Where appropriate discuss any fit note where indicated the staff member may be fit for work, adjustments required, and/or report received from Occupational Health.
• Establish whether there are any underlying personal or work-related concerns. If there are personal issues, discuss whether there are any support mechanisms/actions that they or you can reasonably take to seek to alleviate the problems, e.g. access to counselling, employee assistance programme etc.
• Establish if any ‘reasonable adjustments’ are required to their role or work environment.
• If appropriate agree a review period and/or any actions required.
• If absences relate to disability, pregnancy or a work related accident, undertake a risk assessment – seek Human Resources advice on this if necessary.

Where there is persistent short term absence or a pattern of absence is developing:

• Discuss the cause(s) of absence and the likelihood of the illness recurring and give them the opportunity to highlight any relevant issues.
• Try to offer solutions to any issues raised. Refer to support mechanisms if appropriate, for example EAP, counselling service, occupational health.
• Remind them of the mutual obligations – i.e. that it is their responsibility/contractual obligation to attend work, and that you/the University have a corresponding responsibility and concern for their wellbeing.
• Explain the effect their absence has had on colleagues and the department’s ability to deliver the service/meet its broader objectives.
• Re-establish your expectations regarding attendance, at work and any associated actions (e.g method for reporting sickness absence). Set a date to review the absence. Discuss the next steps within the sickness absence management procedure should there be further absence during the review period.

Where the member of staff believes the absence is work related (e.g. stress, relationship issues):

• Discuss the cause(s) of absence and the likelihood of the illness recurring and give them the opportunity to highlight any relevant issues.
• Listen carefully. You will need to illicit sufficient information for you to be able to understand/articulate the main issue(s). Explain that you will reflect on the matter and consider next steps/options. Seek advice from Human Resources after the meeting.
• Undertake a risk assessment, if appropriate –seek Human Resources advice if necessary.
• Agree with the staff member any appropriate action/review periods, if appropriate.

Trigger points:

1. Sickness absence for a consecutive period of 21 calendar days or
2. Accrual of 3 separate occurrences of sickness absence in a rolling 12 month period or
3. An aggregate of 21 days sickness absence in a 12 month period.

Where one of the triggers above is met the expectation is that a referral to Occupational Health is made to establish whether there is any underlying reason for the sickness absence and consideration can be given to what support can be put in place to help to improve attendance levels. 

Trigger point: sickness absence for an unbroken period of 3 months

Where a member of staff is absent for an unbroken period of 3 months, an absence review meeting will be arranged which will involve the line manager and HR.  This is an informal meeting but staff may choose to have a union representative or colleague attend the meeting. 

As detailed in the Policy/Procedure, the meeting will focus on discussion about progress/current state of health, likely duration of ongoing absence, information about future fitness (including information from Occupational Health), whether any reasonable adjustments can be made to facilitate return to work and what other support may be possible to enable a return to work.  Where absence is likely to be ongoing review meetings will take place monthly during continued absence. 

Where staff fall unwell during a period of annual leave, they can claim back the days they have been absent.  If they are unwell for 1 and up to 7 days this can be claimed back by completing the self-certificate form.  If they wish to claim back holiday from 8 days or more a fit note is required. 

In order to be eligible to reclaim annual leave during a period of sickness absence, staff must adhere to the standard sickness reporting procedure. This includes the member of staff contacting their line manager as early as possible on their first day of sickness during their period of annual leave. The reason for the absence should be given with an estimate of its possible duration. The appropriate sickness forms must be submitted to Payroll to ensure payment is processed as sick pay and to record the absence appropriately. A return to work discussion should also be undertaken.

If a member of staff not due to be working on the public holidays and closedown days falling over the Christmas/New Year period is unwell, these days cannot be claimed back. Staff due to be working during this period who are unwell can claim a day’s leave back for each day they are unwell by completing a self-certificate form, noting that the enhanced rates for these days will not apply. 

Where staff are absent for more than three months in a leave year, or where sickness leave entitlement has ceased, annual leave entitlement is reduced and the statutory minimum annual leave entitlement applies (28 days based on the most recent case law in this area).  This would be pro rata (based on %FTE) for a part time member of staff.  More information is available at Holiday pay and entitlement reforms from 1 January 2024 - GOV.UK.

Staff and line managers should discuss amended leave entitlements with HR for more guidance according to specific circumstances.

Current legislation allows staff to use annual leave during a period of sickness if they wish to (noting that this must be at the request of staff rather than suggested by managers).  More information can be found in Taking sick leave - GOV.UK.  Where staff choose to take sick leave, this will be paid as normal pay (not occupational sick pay).  Staff should request the leave in the normal manner. 

1.1    The University of Aberdeen celebrates and values the diversity of its community. In line with its strategic plan, Aberdeen 2040, the University is committed to treating all staff, students, visitors, and partners with dignity and respect, and seeks to provide a positive working environment free from discrimination, harassment, or victimisation. The University is dedicated to securing the highest standards of equality, diversity, and inclusion.

1.2    It is understood that fear of stigma and discrimination may prevent individuals from seeking reasonable adjustments to their work environment. The University is committed to creating an environment where disabled staff feel comfortable sharing information about their disabilities and requesting reasonable adjustments. An inclusive environment supports disabled staff to fulfil their potential and succeed in their role. 

1.3    An inclusive environment is more likely to encourage individuals to seek reasonable adjustments, leading to enhanced well-being. Most adjustments are low-cost and easy to implement.

1.4    It is understood that there is a wide range of disabilities that can be hidden or visible. With 80% of disabilities being invisible it is important that line managers create environments that encourage staff to share a disability, particularly where a reasonable adjustment would be of benefit to the member of staff and support them to undertake their role effectively. Hidden disabilities may include dyslexia, depression, chronic pain, diabetes, or hearing impairments. Visible disabilities can include cerebral palsy, Multiple Sclerosis (MS), Tourette’s syndrome, or amputations. Consequently, the needs and adjustments required will vary from person to person, and requests for reasonable adjustments should be explored on a case-by-case basis. 

1.5    The University also recognises that some people with disabilities might not need or want adjustments, although this might change over time.

1.6    The social model of disability is used by the University and so the term “disabled staff” is used in this Guidance. This model acknowledges that a disability arises from disabling environmental, attitudinal or cultural factors. The University acknowledges that identity is multi-faceted and thus individual preferences with respect to terminology may differ.

This guidance is relevant to staff, including honorary staff, wishing to seek reasonable adjustments and to line managers within the University. 

This document outlines guidance on reasonable adjustments to support both line managers and staff who are seeking reasonable adjustments. The guidance serves to reassure that the University will explore each request for reasonable adjustments fully and on a case-by-case basis. More detailed information can be sought from the Human Resources Business Partnering team or from the University’s Occupational Health Service to ensure that appropriate and valuable adjustments are implemented.

4.1    Under the Equality Act 2010, you are disabled if you have a physical or mental impairment that has a ‘substantial’ and ‘long-term’ negative effect on your ability to carry out normal day-to-day activities. “Substantial” is defined as more than minor or trivial. For example, taking longer to complete a daily task such as getting dressed. “Normal day-to-day activities” could include communicating with other people, driving, sitting down or standing up, or using a computer. A “long-term” impact means that the disability lasts 12 months or more. It can still be considered long-term if the effects are likely to come and go, for example, a fluctuating condition that impacts for a few months at a time with periods of time with little or no impact.

4.2    Under the Equality Act 2010, the University must consider reasonable adjustments when:

• It knows or could be expected to know, an employee or job applicant is disabled.
• A disabled employee or job applicant asks for adjustments.
• A disabled employee is experiencing difficulty with any part of their job.
• An employee’s absence record, sickness record, or delay in returning to work is because of or linked to their disability.

4.3    However, the University recognises that some individuals may not meet the legal definition of a disability but may require reasonable adjustments. For example, individuals who are experiencing moderate to severe menopause symptoms, have broken a bone that will heal in due course, or are recovering from an operation. Thus, the University will comply with a duty of care towards individuals who may be at greater risk under health and safety or fire legislation. 

5.1    Reasonable adjustment is a legal term introduced under the Equality Act 2010. It is a change to working patterns or the environment to remove or reduce the effect of an employee’s disability so they can do their job, or a change to remove or reduce the effect of a job applicant’s disability when applying for a job. A reasonable adjustment could be a change to the workplace environment, a change to how work is undertaken, the provision of assistive technology, or additional equipment. 

5.2    What is “reasonable” will depend on each situation. When looking at reasonableness the following may be considered:

• Will the adjustment remove or reduce the disadvantage for the disabled person?
• Is the adjustment practical to make?
• Could the adjustment harm the health and safety of others?

5.3    The University must make the changes if they are reasonable and should also consider reasonable adjustments for impacts that flow indirectly from an employee's disability.

6.1    Line managers may become aware that an employee is disabled or has a medical condition and the need for a reasonable adjustment through several different routes. For example, an employee may share, either through the recruitment process or through notifying their manager through day-to-day contact, that they have a disability. A disability or medical condition may be identified following a period of absence and, for example, be confirmed by Occupational Health. 

6.2    However, some employees may not wish to share that they are disabled for a range of reasons such as fear of social stigma and discrimination. Line managers should endeavour to create an environment where individuals feel comfortable sharing their condition or conditions. Staff should be reassured that conversations regarding reasonable adjustments will be kept confidential.  

7.1    Employees are advised to inform their line manager of the need for a reasonable adjustment as soon as possible but may wish to contact their Human Resources Partner or Adviser for an initial discussion. There is no obligation on the employee to share private or medical information.

7.2    In some cases, the Human Resources Partner, line manager, and employee can discuss the most suitable options to implement. The member of staff is encouraged to provide suggestions about potential solutions.

7.3    In other cases, the employee will be referred to Occupational Health to pinpoint which reasonable adjustments will be most effective for them. An external assessor may also assess the individual and examine their workstation. Following this, the external assessor will recommend the most appropriate action and/or equipment for the individual. In some cases, a risk assessment of an employee’s duties will be carried out.

7.4    Staff should notify their line manager and/or their HR Partner of mobility impairments that may inhibit their ability to self-evacuate from a building in the event of a fire. The University Fire Safety Adviser coordinates the preparation of individual written personal emergency evacuation plans (PEEPs). Each plan will outline the evacuation arrangements specific to the individual and their work location/s. Plans will be prepared in consultation with the individual concerned.

7.5    A Human Resources Partner or Adviser may also encourage members of disabled staff to apply to the Access to Work Scheme in anticipation of costly adjustments being required. The Access to Work Scheme will contribute to the cost of the adjustment, but the University will be required to pay the first £1000. After an application is made, an adviser from the Scheme will contact the member of staff and their Human Resources Partner or Adviser to discuss the support available. A workplace assessment may be required to progress the Access to Work application. If the employee knows what support is needed, an assessment may not be required.

7.6    Identified adjustments should be implemented as quickly as possible. Managers should adopt a flexible approach and recognise that further adjustments may be required in the future. It can be noted that adjustments will be implemented where reasonable. This may involve further consideration in some cases, taking a range of factors into account.

The School or Directorate of the individual requesting a reasonable adjustment will be responsible for costs. Most reasonable adjustments have minimal or no cost and have a significant positive effect on staff wellbeing. Additional benefits of implementing reasonable adjustments in a fair, consistent, and appropriate manner include higher retention rates and may also attract a diverse candidate pool.  

9.1    It is not possible to provide an exhaustive list of reasonable adjustments since an adjustment is determined as reasonable within the context of each case. However, some examples may include:

• Providing equipment such as an adapted keyboard, supportive chairs, or height-adjustable or standing desks.
• A phased return to work after a period of absence. This involves gradual re-entry to work to develop stamina, rebuild confidence and review the effectiveness of additional adjustments.
• Altering premises such as inputting automated doors, ramps, or quiet spaces.
• Holding meetings in venues that are accessible for staff with physical impairments. For example, providing accessible toilets and ensuring meeting rooms are in close proximity so that attendees do not have to travel far.
• Providing an outside space, such as a garden or grassed area, for staff with service dogs to use.
  The provision of support assistants such as a British Sign Language (BSL) interpreter.
• Adjusting or removing items from the workplace for example, bright lights above the employee’s workstation.
• Providing assistive technology to an individual who is dyslexic or has a visual impairment. This could include text-to-speech software or screen tinting software.
• Altering assessment procedures by providing additional time.
• Time off during work hours, for example, for hospital appointments, physiotherapy, counselling, or treatment.
• Flexible working or adjusted hours.

• Digital Accessibility Policy
• Equality, Diversity, and Inclusion Policy
• Homeworking Policy
• Menopause Policy
• Mental Health and Wellbeing Policy
• Neurodiversity Equality Policy
• Recruitment and Selection Policy

Access to Buildings - Estates & Facilities – estates@abdn.ac.uk

• Provision of physical adaptations such as ramps, handrails, stairlifts, door holders, etc
• Provision of other systems including induction loops, brail signs and pagers and strobes etc

Egress from Buildings - Health & Safety Team – healthandsafety@abdn.ac.uk

• Advice for the procedure for those who need assistance to evacuate premises, writing of personal emergency evacuation procedures (PEEPs) and training on emergency evacuation lifts and evacuation chairs

HR Policies, Procedures, or Reasonable Adjustments - Human Resources – hr@abdn.ac.uk or your HR Partner/Adviser

• Advice on HR Policies and Procedures
• Referral to the Occupational Health service
• Advice on reasonable adjustments

Furniture - Estates & Facilities – estates@abdn.ac.uk

• Provision of adjustable desks, specialist chairs and altered layouts 

Assistive Technology -  IT Service Desk – servicedesk@abdn.ac.uk

• Provision of specific software and hardware

Parking - Estates & Facilities – estates@abdn.ac.uk

• Blue Badge scheme and temporary parking

Workstation Assessments - Health & Safety Team – healthandsafety@abdn.ac.uk

• Advice on assessing and adjusting workstations to suit individuals and referral to specialist assessors or ergonomic equipment suppliers if needed

• The Counselling Service offer confidential online and face to face counselling appointments for both staff and students. Counselling is a talking therapy which gives you the opportunity to explore issues which are causing you concern or distress.
• The University offers staff an Employee Assistance Programme (EAP) which provides a free, confidential face to face and telephone counselling service as well as information services. The EAP is provided by Care First and staff can contact them about work related or personal issues as well as information, such as legal advice.
• The Menopause Network aims to raise awareness of the potential impact of the menopause at work and provide a support mechanism for staff who are experiencing the menopause.
• The Multi-Faith Chaplaincy is open to staff and students from all cultures, faiths and beliefs and is a place of pastoral care. Chaplains provide support and advice to members of the community in times of stress, crisis, bereavement, or illness. They are also available for those wishing to explore questions of a personal or confidential nature. The Multi-Faith Chaplaincy operates an open-door policy.
• The Staff Disability Network Group is open to disabled staff and staff with an interest in disability. It aims to provide support for disabled staff and those with an interest in disability in the workplace, share information and consider good practice, and provide recommendations to enhance University policy where appropriate.
• Your School EDI Lead can be contacted regarding matters in their School. They can also signpost to appropriate internal or external information and support.
• The Workplace Dignity Network provides support to staff who would like to talk through wellbeing concerns. This could be in relation to bullying/harassment, stress, work relationships, work/life balance or mental health issues.

• Access to Work
• Equality Act 2010: guidance
• Fire safety guidance: evacuating disabled people from buildings
• Advice on reasonable adjustments can be sought from the Disability Employment Adviser (DEA) at the local Jobcentre Plus office
• Principles to support disabled workers and workers with long-term health conditions in work

In most cases, a line manager will be aware that a member of staff is suffering with ill-health, and that they may have incurred absence as a result, although this isn’t always the case.  The member of staff may be currently absent from work or have continued to attend work.  A line manager may be aware that a member of staff is receiving support from a medical practitioner, and / or undergoing medical tests or treatment, but some members of staff may not be aware of any medical condition until such a diagnosis is made.  The important thing to remember is that each individual and each case is different, and individuals will manage such a diagnosis in a range of ways.  

Crucially, line managers should support members of staff with sensitivity, compassion and flexibility. When a member of staff first informs a manager of serious ill-health or terminal illness, it may be a difficult and distressing conversation for both parties to have.  People will deal with such a conversation differently, and it is important to handle the conversation as the member of staff wishes.  The member of staff may not know at that stage what their wishes are, so it is important to give them the space and time they need to take in the news they have received but also ensure that appropriate support and opportunity to discuss the matter with you as a line manager or another suitable party is offered.  This could be a colleague, Occupational Health, Employee Assistance Programme, University Counselling or Chaplaincy Service or Trade Union Representative.

All discussions with the member of staff should be handled sensitively and empathetically, and any immediate or early conversations are likely to cover the following areas:

• How the employee feels and their immediate reactions to their diagnosis.  Be sensitive to the needs of your employee and understand that each individual’s case is different.
• Any treatment they are due to undergo and the likely impact of this treatment, including any impact on their ability to attend work, whether in the immediate term the condition or treatment is likely to lead to sickness absence, any support or adjustment which can allow the member of staff to remain in work, and whether flexibility is required with regard to working time and / or time off to attend appointments / treatment.
• What colleagues within the team know and what the member of staff would like colleagues to be told – this includes who they would like to be told, who will tell colleagues and what information they wish to be shared.  The member of staff’s privacy must be respected; if they don’t wish for colleagues to be informed this has to be honoured.
• Any financial impact upon the employee and sources of support we can provide as an employer. This can include reference to sick pay entitlement.  It can also include at an appropriate time, discussion with regard to options such as access to their pension.
• Reference to appropriate information including sources of support, relevant policies and procedures including the Sickness Absence Management Policy, sick pay entitlements and time off to attend appointments, and relevant information such as pensions and any further contacts for support.

Talk to your HR Partner as soon as you are aware of the individual’s diagnosis. Your HR Partner can give you information on the support available and how to manage ongoing conversations with your member of staff

• Attendance and Flexible Working – give support to allow adjusted hours and time off for appointments.  One employee’s experience of a terminal diagnosis and associated symptoms will be very different from another’s, so there is no uniform set of adjustments that should be put in place. It’s also important to highlight the ‘softer’ range of adjustments that could make a difference, such as allowing for more frequent breaks, access to a quiet space or additional support such as a mentor.
• Compassionate leave – consider allowing some time off for example when a member of staff is struggling to manage the wider wellbeing impacts of their diagnosis and needs some time and space from work. If a member of staff is caring for someone with a terminal illness, they may also need to take time off to look after their loved one
• Sick Pay – discuss with your HR Partner the member of staff’s sick pay entitlement. Depending on the circumstances the University may allow additional sick pay with appropriate approvals
  Sickness absence procedures and reporting - Some absences related to treatment and/or symptoms can be hard to plan for and people may not know in advance when or for how long they will be off work. Given the progressive nature of someone’s illness, and what they and their family are dealing with on an emotional level, you should respond with as much flexibility as possible. The University triggers for sickness absence management do not apply in this situation
• Work environment – consider adjustments to making the member of staff’s office as comfortable as possible, or review working from home arrangements. Involve the Health and Safety team to review and consider any changes including a risk assessment
• Financial Options - Ill health retirement – Some members of staff may choose to give up work when they receive a diagnosis of a terminal illness and therefore wish to be considered for ill health retirement. Members of staff are encouraged to seek financial advice and to obtain quotes with estimates with the benefits they may receive if they take this option. Occupational health will need to be involved in this scenario as well.  
• Financial Options - Death in Service – Some employees may identify that in a financial sense, death in service is the most appropriate option for them. Members of staff should be encouraged to seek financial advice and obtain quotes with estimates with the benefits they may receive if they take this option 

• Occupational Health Support – Your HR Partner will organise an OH appointment for the member of staff, to discuss impact on work, and suggested adjustments
• Employee Assistance Programme – access to Counselling services and financial advice
• University Counselling and Chaplaincy Teams – access to confidential support services on campus, with appropriate signposting to local organisations such as Cruse Scotland, Clan and Marie Curie

Some members of staff will need to be on long-term sickness for certain periods, while others could need a few days at a time. You should have a sensitive conversation about how best to keep in touch during their absence, and how frequently. This will depend on the employee’s situation, their symptoms and individual preference. Some members of staff may want to keep up to date with news about work while others may prefer minimal contact, especially if they are very unwell. It could be that the member of staff would like to nominate an alternative contact such as a family member.

Any keeping-in-touch conversations should be approached with empathy and without the individual feeling any pressure to return to work before they are ready. This could include indirect pressure, for example if no cover for tasks or workload is allocated. In the conversations, managers could discuss how they are, whether or not they need any further support or information from the University and share any relevant medical advice or recommendations from their health professionals and/or occupational health.

An effective return-to-work interview can build trust and engagement and support a smooth and sustainable return to work. This should be planned before the member of staff returns so that they know what to expect and have the opportunity to think about any issues they would like to raise, such as potential adjustments. Someone returning to work with a terminal illness is likely to be dealing with the emotional as well as the physical effects of their symptoms, and managers should take a holistic approach to supporting their ongoing health and wellbeing needs.

Attitudes to working can also vary considerably, but don’t assume that someone with a terminal illness necessarily wants to stop working or even change their working pattern initially. Some individuals may want to access ill health retirement as soon as possible, but others may need or want to carry on working. This could be for financial reasons but also because people value their job for more intrinsic reasons, such as the purpose and sense of belonging it provides.

It’s important not to make assumptions and to take the lead from the member of staff. For example, don’t assume that people with a terminal illness won’t want to participate in new work opportunities or join social events. Even if an individual is off sick, they may still want to hear about University/Team news. However, other people may find certain work activities difficult and prefer not to participate. Every situation is unique to that individual. The key is to understand what each member of staff wants in terms of support and compassion, which is why a sensitive conversation is key to understanding their needs and concerns.

In any conversation, line managers should be proactive and tell the member of staff what support and policies are available. This means people don’t need to ask for support at the outset. The next step is to ask, “How else can we support you?” This approach will allow the individual to feel more confident to ask for help that suits their circumstances and needs. Ongoing dialogue is important as health needs will likely change over time.

Providing effective support for individuals to remain in work will require flexibility and different adjustments at different times as part of a regular review. 

As well as providing support and policy provision for individuals with a terminal illness, you should consider the wider needs of other employees, and signpost to the University sources of support.

You may also need to think about those individuals who are caring for someone with a terminal diagnosis. Combining work with caring for a loved one with a terminal illness is likely to be a challenging balancing act that can have a significant impact on someone’s emotional wellbeing. Offering compassion and understanding can make a big difference to how someone copes. They are also likely to need practical support, such as temporary changes to their role as well as flexibility and/or time off to attend some medical appointments with the person they are caring for.

Line managers should also be able to discuss and deal with any requests for compassionate leave if an individual is supporting their loved one at the end of life. Some requests for time off could be unpredictable and we should be as flexible as possible when dealing with requests for time off at short notice. 

• Let your team know the person has died, in an empathetic way.  
• Offer support to those affected by the death.  
• Share with staff how they can offer their condolences.  
• With support from HR provide details of the funeral /ceremony, if staff have been invited.
• Talk to staff about how you can provide ongoing support to those affected by the death. Have regular catch-ups with those affected to see how they are coping and whether they need any further support. Signpost to the University sources of support.  
• Make sure that you seek support for yourself as well, making use of the same resources where helpful.
• Offer as much flexibility as possible (in terms of hours and location, as well as with workload and deadlines) to those particularly impacted by the bereavement.
• Depending on the circumstances, it may be appropriate to offer and extend support to the member of staff’s next of kin.

It might be appropriate to honour the person who died. For example, with support from HR, you might consider:

• creating a book of condolence for staff to share their memories of the person who died  
• commissioning a memorial  
• holding an event to honour the person who died, inviting the family or next of kin, if appropriate  
• organising a fundraising event in support of a particular charity, if relevant, according to the employee’s cause of death, for example heart/cancer-related.  

If there is media interest in the death, this could be incredibly distressing for the bereaved. Acknowledge and support them. Make sure your team know how confidentiality will be dealt with.  

Remember significant dates relating to the person who has died and remind your team of the support available to them.