Organizations and their leaders need to understand how exposure to trauma affects employees, workplace atmosphere, relationships with clients, patients, coworkers, and the public, and their bottom line.

Unpredictability and uncertainty add to workers’ stress. The more employees understand about what happens at work—the organization’s or department’s goals, challenges and culture—the more control they feel.

When supervisors offer information and talk openly about STS, they shrink the stigma associated with it and create an atmosphere in which workers can acknowledge the painful impact of their work without fear of judgment or job loss.

Regular, one-on-one meetings between a worker and their supervisor provide a trusting, collaborative space to explore feelings and reactions to a difficult incident, to gain support and to build awareness and skills for future work.

Workplaces may establish self-care groups, buddy systems, yoga/mindfulness practices, emotional “safety plans,” informal gatherings following a crisis or regular meetings to check in, set intentions and build community.

Policy changes to prevent and ease STS can include adjusting caseloads, establishing flextime scheduling, strengthening family leave, devoting resources to equity and inclusion, encouraging and incorporating worker feedback and instituting professional development that includes physical, cognitive and emotional learning experiences.

Workplaces may guide employees to outside resources, including individual therapists, Employee Assistance Programs, substance abuse treatment or family counseling to help with the effects of STS. 

Leaders must recognize that organizations as well as individuals can suffer trauma; they must be willing to self-assess, ask questions, accept critique and work in good faith to translate trauma-related knowledge into meaningful change.