Beyond bereavement leave: How to support the whole bereavement ecosystem

Bereavement leave rights will be expanded from April 2027. As organisations begin reviewing their policies, could there be an opportunity to look beyond leave entitlement?

The government has announced that bereavement leave rights will be expanded from April 2027.

People who have lost a spouse or partner, parent, adult child or sibling will have a day-one legal right to take time off work, this will include step, half, adoptive, kinship care and foster relationships. Furthermore, women and their partners who have had any type of pregnancy loss will be entitled to two week’s leave.

This is a welcome step forward for employees across the UK. The new legislation recognises something many employers and HR professionals have long understood: when people experience loss, they need time and space to grieve.

For those navigating the death of a loved one, that acknowledgement matters.

But as organisations begin reviewing their policies in light of these changes, there is an opportunity to look beyond leave entitlement and ask a broader question: Are we prepared to support everyone impacted by bereavement?

Too often, workplace bereavement support focuses solely on the individual who has experienced a loss. While that person should rightly remain at the centre of any support strategy, the reality is that bereavement rarely affects just one individual.

It creates a ripple effect.

Alongside the bereaved employee is often a manager who is unsure how best to support them. An HR professional balancing compassion with organisational responsibilities. Colleagues who want to help but worry about saying the wrong thing. Family members navigating emotional, legal and practical challenges at an already difficult time.

In many cases, these individuals become part of a wider support network without necessarily having the tools, knowledge or confidence to fulfil that role.

The challenge facing managers

Managers are often the first workplace contact following a bereavement.

Yet few have ever received training on how to navigate these conversations.

Questions quickly arise:

What should I say?
How often should I check in?
How do I balance empathy with business needs?
What support should I offer when the employee returns?
How do I recognise when someone may be struggling?

The fear of getting it wrong can leave managers feeling uncertain at a time when employees need reassurance most.

While policy can provide a framework, it cannot replace confidence, compassion and human understanding.

HR teams are carrying a growing responsibility

The same is true for HR and people professionals.

Bereavement situations often involve far more than approving leave requests. HR teams are increasingly being called upon to guide managers, advise on workplace adjustments, signpost support services and manage complex individual circumstances.

As employee wellbeing continues to climb the corporate agenda, expectations around workplace support have expanded too.

This places HR and reward teams in an important but often challenging position. They are expected to provide meaningful guidance during one of life's most difficult experiences, yet many organisations still lack a comprehensive bereavement support framework.

Why leave is only one part of the picture

The new legislation provides a valuable safety net.

However, anyone who has experienced loss understands that grief does not suddenly end when leave does.

The practical, emotional and financial realities of bereavement often continue for weeks and months afterwards.

Employees may be supporting elderly parents, caring for children, managing estates, arranging funerals, coping with administrative responsibilities or simply adjusting to a very different reality.

The transition back into work can therefore be just as important as the initial period away.

Employers who recognise this are increasingly moving beyond a policy-based approach towards one centred on ongoing support, communication and understanding.

The future of workplace bereavement support

The most effective bereavement strategies recognise that support should not exist in isolation.

They acknowledge the needs of employees, but also recognise the important role played by families, managers, colleagues and HR teams.

This is where many organisations have an opportunity to evolve.

Rather than simply asking, "How much leave should we provide?", employers may wish to ask:

Are managers equipped to support bereaved employees?
Does HR have access to specialist guidance when complex situations arise?
Are employees and their families aware of the support available to them?
Is our approach proactive, compassionate and consistent?

These questions move the conversation beyond compliance and towards creating a genuinely supportive workplace culture.

A moment for reflection

The expansion of bereavement leave rights is undoubtedly positive.

It sends an important message that loss deserves recognition and that employees should not have to choose between grieving and work.

But legislation alone cannot create a supportive bereavement culture.

That responsibility sits with employers, managers, HR teams and the wider wellbeing strategies that organisations put in place.

Ultimately, bereavement does not affect employees in isolation.

It affects families, colleagues, managers and workplaces too.

Organisations that recognise this and support the whole bereavement ecosystem will be best placed to help people navigate one of life's most challenging experiences with dignity, compassion and confidence.