We don’t talk about this often, yet it happens more frequently than we care to imagine. It’s a normal day at work — chitchat, coffee-break gossip, laughter echoing across cubicles. Time to clock out, share a few hugs, and promise to see each other tomorrow to do it all over again
But then morning comes, and something is different. There’s tension in the air. Whispers fill the corridors. Some colleagues wipe away tears they didn’t expect to shed. Eyes drift towards the now-empty desk — and the questions start flooding in: Why? Could we have seen the signs? Could we have done something? Just like that, they are gone.
Losing a colleague to suicide is one of the most painful experiences any workplace can face. Beyond the initial shock and sadness, there’s often confusion, guilt, and silence. In such moments, what people need most is compassion — not procedure.
Too often, offices rush to policy and paperwork — insurance claims, handover notes, even talk of replacements. But please, just pause. This is not just a workplace; it’s a community that must find a way to grieve one of its own.
When tragedy strikes, people look to leadership for direction and reassurance. Silence only leaves room for fear, stigma, and speculation. Instead, lead with openness and empathy.
A simple message can make a world of difference: “We are deeply saddened by the loss of our colleague. We know this news is painful for all of us, and we encourage everyone to be here for one another during this difficult time.”
Avoid speculation or sharing details that have not been authorised by the family. The office should never become a place for rumours.
The goal is to acknowledge the loss, honour the person, and remind everyone that support is available.
According to the World Health Organization (2023), compassionate, truthful communication is one of the most effective responses following a suicide-related loss.
Grief looks different for everyone — that’s a fact we must accept. Some colleagues may cry openly; others may seem composed but struggle silently.
Offering safe spaces to talk — through a counsellor, debrief sessions, or even a quiet cup of tea with a trusted colleague — helps people process their emotions in healthy ways.
Encouraging staff to take time off, or to step back when needed, shows genuine care. This is especially important for those who worked closely with the departed colleague. They shared a workspace, stories, and laughter — and suddenly, all of that is gone.
According to Harvard Business Review (2022), when leaders normalise emotional support, recovery and team trust improve significantly. After all, we remain human — regardless of how professional the environment may be.
Managers often feel torn between staying strong for their teams and managing their own grief. HR must play a key role in gently guiding and supporting this group — supervisors, heads of departments, and team leads — reminding them that it’s okay not to have all the answers.
When a colleague dies by suicide, it affects everyone differently. What matters most is how we show up for each other — with empathy, patience, and presence.
Healing begins when people feel seen, heard, and supported in their wholeness.
In honouring the life that was lost, we remind ourselves that none of us walks this journey alone.
There can be a temptation to try and make sense of the tragedy, but often there is no clear explanation. At times, unresolved professional differences or unspoken words may resurface, bringing guilt or tension. It’s important to steer the team away from blame and towards collective healing.
Where possible, create remembrance spaces — message boards, short reflection sessions, or quiet moments of silence. The American Psychological Association (2021) notes that shared remembrance and collective grief rituals help restore connection and meaning after loss — and I couldn’t agree more.
This may sound harsh, yet it’s the truth. The sun still rises, deadlines still loom, and clients still call. But returning to routine can feel strange, even inappropriate at first. The transition back should be gradual and compassionate.
Regularly check in with your team — not just about performance, but about how they are coping. Healing takes time, and kindness becomes the thread that holds people together during this fragile period.
Once the initial sadness fades — as it inevitably does — continued awareness becomes vital. Create opportunities to talk about mental health regularly, both individually and as a team. Learning sessions, casual check-ins, and visible reminders that it’s okay to seek help all make a difference.
As the WHO (2023) reminds us, open and caring workplaces play a crucial role in preventing future tragedies.
The writer is a HR practitioner, trainer, and Coaching & counselling partner.
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