More than 5,000 suicides were recorded in England in 2022, averaging over 14 individuals taking their lives every day of the year (Samaritans, n.d.). Unfortunately, this number represents only registered suicides, suggesting that the actual figure is likely higher. Healthcare workers, in particular, face a higher risk of suicide compared to other professions, potentially due to the long-term psychological effects like burnout and compassion fatigue (NHS Employers, 2024; Sullivan & Germain, 2020). The complexities surrounding grief, such as professional identity and workplace culture, make it challenging for healthcare professionals to navigate through a colleague’s suicide (Causer et al., 2022).
Recognizing the need to broaden suicide research to incorporate organizational and managerial factors, postvention approaches have been introduced in the workplace. Postvention activities aim to reduce risk and promote healing after a suicide death, which includes communication of the loss, memorial services, and providing support information (The Alliance of Hope for Suicide Loss Survivors, 2024). Effective postvention support is crucial for workers as it can positively impact recovery, reduce mental health difficulties, and prevent suicidal feelings (Riley, 2023). Additionally, NHS Employers (2024) highlight that healthcare organizations offering comprehensive well-being support experienced lower staff turnover and higher satisfaction levels.
Spiers et al. (2024) focused on enhancing postvention experiences and targeted interventions for staff well-being and organizational resilience following a colleague’s suicide by utilizing grounded theory. Grounded theory involves developing a theory based on collected data, revealing social relationships and behaviors from real-life experiences (Noble & Mitchell, 2016). Twenty-two participants were interviewed to understand their experiences in supporting colleagues after a coworker’s suicide. The analysis resulted in a grounded theory of negotiating postvention situations, emphasizing the influence of fixed workplace elements on responses following a colleague’s suicide.
The study highlighted different factors that influence postvention support in healthcare settings, including structural, personal, cultural, and emotional aspects. Understanding and addressing these elements are crucial for optimizing support systems and promoting staff well-being after a colleague’s suicide. Effective postvention moments can promote healing and resilience among staff, while unsupportive moments may render postvention efforts ineffective. Being supported as a supporter significantly impacts one’s well-being, while lack of support can intensify distress and lead to burnout.
In conclusion, postvention experiences offer valuable opportunities for organizational learning and improvement in supporting staff through challenges like a colleague’s suicide. Reflecting on these experiences can identify effective strategies and areas for growth in promoting staff well-being. The study’s strengths include the grounded theory methodology, diverse participant pool, and simultaneous data collection and analysis. Limitations include recruitment challenges, limited scope, and reliance on self-reported data.
