In today’s culture-driven world of work, many topics once considered too “taboo” for the workplace are coming to the forefront of team discussions. Mental health and wellbeing; substance use and recovery; chronic illnesses or disability—all these and more are finally getting the limelight they deserve.  

Yet there are still some topics even the most open-minded workplaces hesitate to address. Grief is one of them.  

Perhaps it’s the complexity and versatility of grief that keeps people from opening that can of worms, so to speak. As most people know by now—living in today’s fast-changing, tumultuous world—grief isn’t just a response to death. It’s a response to any type of loss—whether personal or familial, social or cultural, physical or intangible.  

While the first ‘grouping’ of grief is relatively recognized—as most people have access to bereavement leave at work and feel no shame in taking time off to cope with the loss of a loved one—other types go largely overlooked or dismissed. 

When this happens, that grief becomes what’s known as “disenfranchised grief,” in which one’s grieving is not recognized or validated by their society. Such grief comes with many complications, including a higher risk of depression or anxiety, substance abuse, social withdrawal, and functional challenges. 

These challenges, of course, inevitably spill into the workplace—fueling absenteeism and presenteeism, weakening performance, straining relationships, and driving turnover.  Tackling grief—particularly disenfranchised grief—in the workplace, therefore, is not only a matter of compassion, but a critical leadership priority. 

By creating space for employees to open up about their grief in the workplace, leaders help foster an environment where everyone feels seen, heard, respected, and supported—empowering them to show up as their full, unbridled selves, and deliver their best work. 

Responding to Disenfranchised Grief at Work: Orange Shirt Day as a Moment for Reflection—and a Call to Action 

As employers look for ways to acknowledge different types of grief in the workplace, Orange Shirt Day offers a timely opportunity to listen and lead. 

Orange Shirt Day, also known as National Day for Truth and Reconciliation—or T&R Day—was established in 2013 to recognize the devastating and lasting harm Canada’s residential school system inflicted on Indigenous peoples. Taking place each year on September 30, the national observance honours the more than 150,000 First Nations, Inuit, and Métis children who were taken from their families—including the thousands who never returned home—and acknowledges the enduring trauma and cultural loss their families and communities face to this day. 

While studies have documented the ongoing trauma experienced by victims and their families, the grief carried by communities runs much deeper than personal loss—touching cultural and social life, emotional and spiritual wellbeing, and collective identity. As a result of forced assimilation, Indigenous peoples have lost their languages, traditions, and connection to land and ceremony. They continue to face educational, economic, and health disparities, gaps in cultural knowledge, and the psychological and emotional scars of intergenerational trauma.  

This is not just about the past loss of loved ones and community members, but about the continuing loss of a sustainable future for their traditions and identity. Recognizing this is key for creating space for their grief in the workplace. 

When leaders acknowledge and honour Indigenous communities’ death and nondeath losses, they not only foster a more inclusive environment for historically marginalized employees but also create a workplace where all who grieve feel accepted and supported. 

Getting Started: Action Steps for Leadership

This can be realized in several ways. In the context of Orange Shirt Day, making space for grief begins with educating peers about the history and meaning of the day, the nature and impacts of disenfranchised grief, and the importance of peer support.  

One of the burdens often compounding disenfranchised grievers’ pain is the need to explain their situation—as well as their emotions and reactions—to others. By proactively organizing training around cultural sensitivity, inclusivity, unconscious bias, and other related topics, leaders can lift some of the weight off the bereaved’s shoulders—creating a more responsive and compassionate environment. 

Another powerful approach is to establish an employee resource group (ERG) or employee network (EN) for those affected by the residential school system, for Indigenous employees, or for those seeking to learn from and contribute to education about Indigenous peoples. Such networks help cultivate a culture of care and ensure that those impacted by the lasting trauma of the residential school system feel seen and heard by both leaders and peers. 

Addressing the more systemic challenges undermining Indigenous peoples’ healing also requires intentional leadership action. One measure is to provide flexible leave and work schedules that align with cultural practices or ceremonies, inclusive definitions of “family,” and activities central to cultural continuity and personal wellbeing. Another is to expand professional development opportunities to help redress economic and employment disparities rooted in forced assimilation and the separation of Indigenous communities. Providing resources on mental, physical, professional, and family wellbeing is also essential to reduce health disparities and ensure Indigenous employees have the information they need to safeguard their wellbeing and pursue healing.  

For all other types of disenfranchised grief, the playbook is much the same. Creating a grief-aware and accommodating workplace starts with: 

• Building a network of informed, compassionate peers—equipped and empowered to recognize grief and provide meaningful support 
• Providing the space and opportunity for individuals to share their grief—without shame or fear of judgment or retaliation 
• Embracing flexibility—recognizing that everyone grieves in their own way and at their own pace, and that sometimes healing may require a day to work from home, time to process emotions, or space to step back 
• Investing in responsive wellbeing support—able to meet the diverse expressions and challenges of grief with care, guidance, and resources that address both emotional and practical needs 

Research underscores the progress still to be made in recognizing grief in the workplace. More than half of Canadian employees feel their grief isn’t recognized or adequately supported in the workplace. By taking Orange Shirt Day as a reminder that grief is complex, varied, and ongoing, leaders can take conscious steps toward creating workplaces where all forms of loss are acknowledged and supported—and where no one is left to carry their grief alone.  

A well-rounded wellbeing program can make a real difference when it comes to offering support that is responsive, accessible, helpful—and actually utilized. Find out how Workplace Options (WPO) helps organizations deliver trauma-informed support, where, when, and how it’s needed most by connecting with us today.