Thirteen months after COVID-19 was declared a global pandemic, the realities of pandemic-induced trauma are playing out in real-time, and employers must consider how to manage a workforce that has absorbed months of profound fear, loss, and stress.
The long-term extent of COVID-19’s psychological toll remains to be seen, but surveys show an overwhelming majority of the population has experienced emotional distress due to the pandemic.
Related: Protecting Vulnerable Populations through Proper Talent Management (webinar)
That’s hardly surprising considering the kaleidoscope of sustained stressors experienced by Americans: millions lost their jobs and are grappling with financial instability, parents of school-aged children are juggling working while taking care of their home bound children, and an epidemic of loneliness and isolation has spurred a sharp increase in drug and alcohol use.
“Different groups have met the qualifying criteria for post-traumatic stress disorder (PTSD) during the pandemic: those who have themselves suffered from serious COVID-19 illness and potential death; individuals who, as family members and health care workers, have witnessed others’ suffering and death; and individuals learning about the death or potential death of a family or friend due to the virus,” Drs. Phebe M. Tucker and Christopher S. Czapla wrote for the Psychiatric Times.
Black Americans are coping with an added layer of trauma as police brutality and the country’s reckoning with long-standing racial inequities are again brought to national attention. Asian Americans and Pacific Islanders, too, are grieving a wave of racially motivated violence.
The global workforce has been fundamentally changed by the events of the past year and employers need to be supportive of worker’s wellbeing and prepared to address the aftermath of trauma. If left unaddressed, employers can expect unprecedented levels of burnout, employee turnover, and diminished productivity.
TOWARDS A TRAUMA-INFORMED APPROACH
In clinical settings, a trauma-informed approach is understood as an organizational structure that understands, recognizes, and responds to the effects of all types of trauma.
As explained by the CDC: “Adopting a trauma-informed approach isn’t accomplished through any single particular technique or checklist. It requires constant attention, caring awareness, sensitivity, and possibly a cultural change at an organizational level.”
But how can employers integrate a trauma-informed approach into their organization?
Consider these five guiding principles: safety, trustworthiness and transparency, peer support and collaboration, empowerment and choice, and cultural, historical, and gender issues.
SAFETY
Employees who feel physically and emotionally safe at work are more likely to stay at their organizations and establishing strict safety protocols is more important now than ever before.
“It’s important to have a clear, concise reentry program and support for employees returning to the office,” say Julie Gilbertson, Senior HR Resources Manager at 501(c) Services. “Make sure personal protective equipment is available for them and be prepared to reassure employees with strong safety processes and policies.”
TRUSTWORTHINESS AND TRANSPARENCY
Regularly checking in with your employees isn’t a revolutionary act, but it’s a powerful way to build genuine, trusting relationships. The need to prioritize consistent communication is underscored by the abrupt shift to virtual work, a change that left many employees feeling isolated and disconnected.
“Employers really have to make sure they’re focusing on trust-building and reassurance and reaffirming the values of the organization so that employees go ‘Alright, it’s going to be okay, my employer is there for me, I want to show up and work hard,” Gilbertson says.
When checking in with employees, avoid using general or abstract phrases and opt for questions that will elicit honest responses. Instead of asking “how’s your workload?” try asking “are there any tasks this week that you’re worried about, or that I could assign to someone else?”
PEER SUPPORT AND COLLABORATION
Facilitating connections between employees and creating spaces where employees can turn to their colleagues for insight and advice is key in creating a trauma-informed workplace.
Peer support programs aren’t a replacement for professional therapy, but they offer a way for colleagues to connect with others facing similar issues and learn about relevant health benefits and employee assistance programs from colleagues who have used them.
“Many employees feel more comfortable sharing their concerns with a peer who understands their circumstances as opposed to an off-site therapist who is removed from the workplace,” Randy Kratz, LCSW wrote for Social Work Today. “The best care and support can often come from inside the workplace, as coworkers provide a familiar outlet for guidance.”
EMPOWERMENT AND CHOICE
Allowing employees the autonomy to make workplace decisions can ease trauma-related stress by giving them control over their work lives.
This is particularly relevant when planning employees’ eventual return to the office. Instead of setting a predetermined return date, inform employees of their options and let them decide what they are comfortable doing.
“Let them consider taking baby steps when it comes to returning to the office,” Gilbertson says, “For example, you could say ‘let’s start out part-time for a week and get your toes wet, get you back into the workplace to see how we’re running.’”
Additionally, normalizing taking time off and reminding employees that they have the choice to use PTO can help them feel empowered to take personal time for their mental health.
CULTURAL, HISTORICAL, AND GENDER ISSUES
Employers are responsible for creating work environments that are sensitive to the lived experiences of all employees — that includes an awareness of race-related trauma shouldered by black, indigenous, (and) people of color (BIPOC) employees. Professional training to address racial trauma is crucial, but employers can take initial steps to create safe, empathetic work environments.
These steps include acknowledging the impacts of systemic racism on team members, giving BIPOC employees space to talk about their feelings, prioritizing mental health benefits, and creating strong diversity and inclusion policies and formal statements on racism and inequality.
ABOUT THE AUTHOR
Lia Tabackman is a freelance journalist, copywriter, and social media strategist based in Richmond, Virginia. Her writing has appeared in the Washington Post, CBS 6 News, the Los Angeles Times, and Arlington Magazine, among others.
