By Varsha P
New Delhi [India], November 4: Over the past few months, I have been confronted with one of the harshest truths of professional life: every employment contract eventually comes to an end. Most conclude through resignations or retirement; some, tragically, through an unimaginable loss of life.
It is in these moments that HR quietly steps beyond business as usual, not to administer processes, but to help people navigate some of life’s most difficult experiences.
I am certain my HR tribe will resonate with this. Our profession is often viewed through the familiar lens of performance management, payroll, retention, employee engagement, policies and compliance. Yet, there is a dimension of HR that rarely finds a mention in job descriptions or leadership scorecards: the quiet responsibility of standing alongside people offering them a silent yet stoic support through their darkest hours.
When an employee passes away, HR does not simply deactivate an employee ID or initiate a Full and Final settlement. We become a point of contact for a grieving family, a distraught manager and colleagues struggling to comprehend the sudden absence, for instance that empty desk, the Teams ID getting inactive and the unanswered ‘Hello’ that once began an ordinary working day.
Beyond expediting legal formalities, insurance claims, benefits and business continuity, HR is simultaneously holding space for acute human grief. This is emotional labour in its truest sense, and the workplace is certainly no exception.
Ironically, HR professionals are expected to hold space for others’ grief while rarely being afforded the opportunity to process their own. Psychologist Charles Figley, through his seminal work on compassion fatigue, highlights how prolonged exposure to others’ suffering can lead to secondary traumatic stress and emotional exhaustion. Those who support others through trauma are not immune to its effects.
It’s crucial that organizations recognize grief support as an essential part of psychological safety rather than an optional employee benefit. Extending counselling services, time-off or providing access to grief counselling via Employee Assistance Programme (EAP) goes a long way in bolstering the emotional backbone of the HR folks to navigate loss, seek professional support and gradually rebuild their emotional resilience.
Perhaps the greatest lesson for our profession is this: We cannot pour from an empty cup hence it is perfectly okay to pause, to grieve and to seek support.
HR is more than the custodian of policies, processes and people metrics. At its most human, it is the custodian of compassion within an organization. And sometimes, the most meaningful contribution we make is not solving a business problem but simply being there when someone needs us most.
About the Author
The author is a seasoned HR and Talent Management professional with a Master’s in Human Resource Management from the University of Sheffield and Executive Alumni credentials from IIM Indore. A firm believer in solution-oriented approach, Varsha P believes that the best people’s solutions begin with understanding people and their unique stories. Her philosophy is simple: behind every challenge is a human story waiting to be understood and heard!
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