MANAGING THROUGH WORKPLACE TRAUMA

A Manager’s Guide

EXAMPLES OF WORKPLACE TRAUMA AND GRIEF IN THE WORKPLACE

Accidents at work involving serious injury or loss of life

Natural disasters Violence in the workplace Employees who commit suicide Employees who have losses in their personal

lives or have lost co-workers Downsizing

UNDERSTANDING THE IMPACT OF TRAUMATIC STRESS How trauma impacts employees

Individuals all respond differently to traumatic stress

Symptoms May Include: Shock Anxiety and depression Physical symptoms

Chest pains Migraines

Anger Poor concentration Isolation Guilt Numbness Avoidant behaviors

ORGANIZATIONAL IMPACT

Staff attrition Negative media in newspapers etc. Absenteeism and presenteeism Financial concerns Actual or perceived decreased safety People coping with issues of grief and loss

impacting productivity Increased medical and disability claims

LEADERSHIP IN TIME OF CRISIS

Responsible for Business Continuity and Recovery

For this to occur, people must:Be healthy enough to return to workFeel safe enough to return to workTrust their leadership so they want

to return to work Remember: employees rely on leadership to

facilitate resilience and return to normal in the workplace following traumatic events

LEADERSHIP FACILITATES RESILIENCY Realize that employees/people are much

more resilient than they feel Education through appropriate referrals and

enlisting support from the EAP can provide employees with the information and professional support they need to recover

Utilize strengths of your organization and management teams

Manage with purpose to facilitate return to normal

LEADERSHIP RESPONSIBILITY IN TIMES OF CRISIS – THE A C T MODEL

A – Acknowledge the trauma

C – Communicate critical information

T – Transition to normal functioning, or refer for additional care

ACT– ACKNOWLEDGE

Acknowledge what happened Summarize what happened Present credible and objective information Deliver the information in a caring manner

This serves the purpose of controlling anxiety and managing the rumor mill to lessen the negative impact on employees

ACT – COMMUNICATE

Communicate competence and compassion Your visibilty shows compassion and comforts

employees Use this time to transition information about

resources that are available for support Provide the resources that inform employees

about what to expect as common responses to critical incidents

ACT – TRANSITION

TRANSITION and REFER Provide information about coping and

emphasize resiliency Practical assistance- determine basic

practical needs such as possible schedule changes or shut downs

Linkage with support services such as United Way or your EAP program

TYPES OF EAP REFERRALS

Self Referral Informal Referral Formal Management Referral Mandatory Referral

THE INFORMAL EAP REFERRAL

It is not based on performance issues although without the referral, performance issues could occur later

You do not receive any feedback from the EAP It is completely voluntary for the employee

WHEN IS IT APPROPRIATE TO MAKE AN INFORMAL EAP REFERRAL?

Signs to look for indicating a troubled employee

Change in behavior such as withdrawal from co-workers and possible emotional outbursts, crying and inappropriate anger

Level of activity greatly reduced or animated Coming to you with personal issues and using the

manager as the “counselor” Mood swings, poor concentration, beginning of

changes in job performance Knowledge of a significant personal issue such as

death of a loved one

DO’S OF MAKING AN INFORMAL REFERRAL TO THE EAP

Schedule a confidential meeting with the employee Outline the specifics of what you have observed in a

caring way. Make sure that you do not indicate any performance issue, just that you have noticed they are struggling or changes in their usual behavior

Listen to what they have to say in response Tell them that you care and inform them about the

EAP program and the benefits Let them know that it is because you care, not

because you are the expert in personal problems, that you are making the referral

Inform them that the EAP is completely voluntary and completely confidential

DON’TS OF MAKING THE INFORMAL REFERRAL TO THE EAP

Do not try to diagnose or counsel the employee Do not allow them to manipulate the situation

by asking for a reduced work load or special accommodations due to personal problems

Do not discuss or ask questions of other employees about the employee’s personal problems

Do not inform the employee that if they do not go to the EAP on their own that they will be formally sent to the EAP unless you have already documented performance issues

IF THERE IS LOSS OF CO-WORKERS, HOW DO I MANAGE GRIEVING EMPLOYEES?

Realize that all employees will respond differently

Realize that you are grieving also, so practice self care

Sensitivity is crucial to manage morale Acknowledge the loss and allow time to grieve Attend memorial services and provide time off

for funeral attendance Be patient, as grief takes time, but model

effectiveness in your daily job expectations. Returning to a normal routine at work is important in the healing process.

If you see an employee who is having a more difficult time and is struggling in their daily functioning, inform them of the benefits of seeking help from the EAP

HOW TO CONTACT THE EAP

Call toll-free 24 hours a day, 7 days a week

1-888-886-7988(912) 692-0988

www.pmrsavannah.com