Toolkit
Preventing and Responding to Suicide at Work
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Understanding Suicide
Impact of Suicide in the Workplace
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Grief and Trauma
"The grief process is always difficult, but a loss through suicide is like no other. It is shocking, painful, unexpected, and more challenging for several reasons."
(Pompili M, 2013)
Grief is a normal response to loss. How one experiences grief can be as unique and complex as the person experiencing the loss. For some, however, the death may also be traumatic, especially if they witnessed or discovered it.
SAMHSA defines "individual trauma as resulting from an event, series of events, or set of circumstances that is experienced as physically or emotionally harmful or life-threatening, and that has lasting adverse effects on a person's functioning and mental, physical, social, emotional, or spiritual well-being." (SAMSHA, 2024). The trauma of a suicide loss can impact one's ability to function, cope, and process grief in healthy ways.
While everyone grieves differently, there are common reactions to a suicide loss in the workplace. Recognizing these reactions can help you understand that what employees are experiencing—while painful—is a normal response to a life-altering event, that can extend beyond an individual to teams, divisions, and the workplace as a whole.
These reactions, or impacts, may be multidimensional and include: (Causer, et al., 2022) (Castelli Dransart, 2018)
Physical
Numbing or tingling
Gastric upset/loss of appetite
Hyperventilation or shortness of breath
Rapid heart rate and increased blood pressure
Headache
Exhaustion, fatigue
Sleeplessness
Cognitive
Difficulty concentrating or remembering things
Poor judgement
Difficulty with usual tasks
Intrusive recollections/ flashbacks
Difficulties with multi-tasking or decision-making
Dissociation, feeling disoriented
Emotional
Feeling shock, numbness, or disbelief
Fear, anxiety or helplessness
Irritability or anger
Sadness and longing
Guilt, shame or regret
Persistent "why" questions
Suicidal thoughts or ideation
Behavioural
Pacing or restlessness
Hyper-vigilance
Loss of interest in usual activities
Avoidance, social withdrawal
Substance use/misuse
Blaming
Life View/ Spiritual
Loss of a sense of safety
Loss of a sense of meaning and purpose
Feeling abandoned
Questioning one's faith or spiritual beliefs, or becoming spiritual or religious
Environmental
Employee grief and trauma
"Empty desk phenomenon"
Stigma and discomfort
Increased mental health risks
Decreased morale
Communication challenges
Disruption to operations
Absenteeism/ presenteeism
Lost productivity
Physical environment (if suicide on-site)
Culture impact
People impacted by trauma tend to:
Shift into basic survival mode, with higher-level logical thinking temporarily offline. (This may present as easily agitated, making excuses or being defensive when receiving feedback.)
Make more impulsive decisions driven by strong, self-protective emotions.
Work hard to make sense of what happened so you feel more in control and safer.
Fill in gaps with explanations that may be reactive and not entirely objective when clear answers are missing.
Withdraw from others and experience increased distrust after a loss of control.
What is suicide bereavement?
Bereavement refers to the grief and mourning that follow the death of someone close, and this can include a colleague, leader, or team member in the workplace. When the death is by suicide, grief often feels more complex and intense, and the suddenness and trauma surrounding the loss can make it especially difficult for employees to comprehend what has happened. People may replay their recent interactions with the colleague and wonder if they missed warning signs or could have prevented the death. Some may have their own histories with suicide or other suicide losses triggered. Others may struggle with spiritual or cultural beliefs about suicide or feel pressure to keep the cause of death quiet because of stigma. Some may feel relief that the person is no longer suffering, only to feel guilty or confused about that reaction. These mixed feelings are common after a suicide loss.
A suicide or suicide attempt can affect an entire organization—colleagues may struggle with complex, intense emotional reactions, reduced concentration, decision-making, and motivation, and may be at higher risk for workplace accidents.
"Death by suicide powerfully jars our concept of the way life is supposed to be and challenges our core foundations, such as 'What can I really Trust?'"
(Bob VandePol)
After a workplace suicide, people may feel disconnected from their team, misunderstood by others, or even unfairly judged for how they are reacting or how well they are "functioning" at work. These responses are natural, not signs of grieving "the wrong way," and each person's experience is shaped by their relationship with the colleague who died, their history of trauma or loss, their coping strengths, and the support and flexibility their workplace provides. (Tal Young, et al., Suicide Bereavement and Complicated Grief, 2012), (Psychology Today, 2021)
How long does grief last?
Grief is its own journey. For many people, grief softens over time, and they are gradually able to re-engage in work and life while still honouring the person who died. For others, especially when there has been a sudden or traumatic death, intense grief can last for a long time and interfere with daily life. This can include ongoing difficulty functioning at work, feeling stuck in guilt or anger, or having frequent thoughts of suicide. These are signs that an individual may require additional specialized support. (Tal Young, et al., Suicide Bereavement and Complicated Grief, 2012)
Bereavement support in the workplace should be considered in the context of immediate, short-term, and long-term support.
Who may be impacted?
Using the circle of impact reminds organizations that
anyone connected to the person, the event, or the workplace community may be affected—and that some who seem "farther out" may still be highly vulnerable and in need of proactive outreach and support.
A suicide can affect many different people and groups, not only those who were closest to the person who died. The "circle of impact" is a valuable way to think about who may be affected and how support can be tailored to them.
Inner circle
Immediate family members who may also be connected to the workplace (spouse/partner, children, relatives who are employees or clients).
Closest colleagues: direct teammates, work friends, people who shared a role, office, shift, or project, and the person's manager or direct reports.
Individuals who directly witnessed or discovered the suicide.
Middle circle
Other co-workers who interacted regularly with the person (cross-functional partners, frontline staff, supervisors in other departments, union reps, contractors).
Key external contacts, such as clients, customers, suppliers, or vendors, who had an ongoing relationship with the person.
Outer circle
Employees who did not know the person well (or at all) but feel the impact because of the nature of the death, its circumstances, or their own history of suicide or trauma.
The broader organization and community, including senior leadership, HR, Environmental Health and Safety (EHS), joint health and safety committees, and peer networks, may experience shock, concern, or anxiety about safety, culture, or future risk.
Continuum of "Survivorship"
Research tells us that 135 people are exposed to a suicide death, and ten or more are significantly affected by that loss. (Cerel, McIntosh, Neimeyer, Maple, & Marshall, 2014) The impact of a suicide is profound, particularly for those who have a perceived close relationship. The continuum of "survivorship" ranges from those exposed to suicide, through to those affected by suicide, to those bereaved by suicide in the short- and long-term. It is important to note that all affected and suicide-bereaved are also exposed, but not all exposed are affected or bereaved.
Exposed
People who know about the suicide, knew the person, or can identify with the person, this can include:
Anyone who discovers the deceased, as well as first responders, co-workers, teammates, customers, clients, family members, and close friends.
Employees who recognize the person by name or sight (same building, shared meetings) but did not have a personal relationship.
Contractors, clients, or community partners who interacted briefly with the person (emails, calls, occasional site visits).
Affected
People who feel distressed or impacted by the suicide but are not grieving the loss of a close attachment relationship. In workplaces, this often includes:
Colleagues who occasionally worked with the person (cross-functional projects, joint committees, safety meetings).
Teams who did not know the person well but are shaken by the event, its circumstances (e.g., on-site death), or media/social media coverage.
Employees with their own history of trauma, suicide loss, or suicidal thoughts whose distress is triggered or intensified by the news.
Suicide-Bereaved Short-term
People who are actively grieving the death of someone to whom they felt emotionally close, in the first months after the loss. In workplaces, this may include:
Direct teammates, close work friends, and the person's immediate supervisor or direct reports, especially when they worked closely day-to-day.
Employees who shared a deep bond with the person (mentoring relationship, long-term partnership on critical projects, union or peer leadership roles).
Family members or close friends who are also employees, contractors, or clients of the organization.
Suicide-Bereaved Long-Term
People who continue to experience significant, ongoing grief and disruption well beyond the initial months after the suicide. In workplaces, this can include:
Close colleagues or leaders who still struggle with intense grief, guilt, anger, or changes in identity at work (e.g., "we were a team," "I was their manager") months or years later.
Survivors of multiple suicide losses (inside or outside the workplace) whose cumulative grief affects their functioning, relationships, or career decisions over time.
Family members of the deceased who remain connected to the organization (e.g., returning employees, spouses still working for the employer, ongoing legal or benefits processes).
Because of this wide "circle of impact," workplaces need to recognize suicide bereavement as a continuum—from those who are exposed, to those affected, to those who are acutely and sometimes chronically bereaved. Grief may soften over time for many, but for others, it can remain intense and interfere with daily functioning, including at work. Understanding this complexity helps organizations provide appropriate immediate, short-term, and long-term support; reduce stigma and judgment about how people "should" grieve; and identify when someone may need specialized professional help.
