Background: Grief and loss are a part of life and responses are unique to the individual. Grief and mourning models differ in their conclusions regarding patterns. Workforce grief heightens fear and anxiety regarding death, and it decreases desirable work behavior. These behaviors worsen in workforce staff upon repeated exposure to death. Bereaved employees have higher rates of absenteeism, quitting, career changes, difficulty concentrating, sleep problems, and loss of motivation. Their shifting priorities lead to reduced productivity, decreased decision-making skills, and increased job injuries. The cost to the employer was estimated in 2003 at over 75 billion dollars annually, and there have been no updated studies to factor in the post-pandemic and aging population variables. The necessity of postvention and prevention strategies for wellness is indicated in response to workforce grieving. Intervention: A descriptive study examining qualitative data from peer-reviewed journal articles on specific grief types and the effectiveness of spiritual-religious interventions in clinical grief treatments, along with the impact of grief on the workforce was conducted. Digital data was also included from national organizations which specialize in grief-related fields. The study of grief types revealed the challenges to the individual and organizations. Comparing the published grief and mourning models gave additional insight into the complexity of grief and mourning and its lasting impact on the individual. Results: Most grieving will not require clinical intervention and will resolve over time. If clinical intervention is needed, spiritual-religious interventions aid in treatment. Studies indicate that employee job satisfaction and organizational loyalty are impacted by the grief support that they receive. Most will return to work despite feeling incapable of job duties, receiving minimal bereavement leave, no reduction in workload, limited recognition of their loss by supervisors, and limited offers of available resources. One study listed that only slightly more than half of their participants remained with their pre-loss employer, adding to organizational costs via turnover and replacement of employees. Other researchers concluded that legislative changes are needed to increase bereavement leave time in addition to workplace support. Conclusion: Individual grief has a ripple effect. The challenges for the individual are varied and not time dependent. This in turn expands outward into the workplace and can create significant strains on job satisfaction and productivity, with billions lost annually. Understanding grief types, comparing the models of grief and mourning, encouraging networking between clinical and spiritual care providers, implementing postvention and prevention strategies, and advocating for legislative changes to bereavement leave were indicated. Attentiveness to these elements is needed for improving wellness of the bereaved individual and the organization that employs them.