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Recognizing & Addressing Vicarious Trauma in the Workplace

As a manager or employer in the community social services sector, you play a critical role in supporting employees who are at risk of vicarious trauma. This occupational hazard, stemming from exposure to the trauma of others, can affect staff well-being and productivity if not addressed. Understanding and mitigating its effects is essential to creating a supportive workplace culture.

What is Vicarious Trauma?

Vicarious trauma occurs when an individual internalizes the emotional pain or trauma of the people they support. It differs from compassion fatigue, which stems from emotional exhaustion, and burnout, which is typically linked to prolonged workplace stress. The symptoms of vicarious trauma can include emotional numbness, increased irritability, difficulty trusting others, or changes in worldview.

Recognizing these signs in your staff is the first step in addressing the issue. Additionally, it is important to understand that vicarious trauma may be cited as part of a WorkSafe BC claim, underscoring the need for proactive organizational strategies to mitigate risk.

Recognizing Risk Factors

Certain personal, situational, and cultural factors can increase vulnerability to vicarious trauma. These can include:

  • Personal Risk Factors: Personality traits, past experiences, current stressors, and available support networks. For example, people who are more empathetic tend to absorb other people’s emotional experiences and tend to internalize client narratives. Personal trauma history can lead to heightened emotional triggers related to specific types of client narratives, and a risk of re-traumatization.
  • Situational Risk Factors: High-intensity workloads, exposure to distressing stories, and lack of recovery time.
  • Cultural Risk Factors: Workplace attitudes that normalize and accept trauma exposure without needing mental health support, or societal norms that discourage seeking help.
  • Environmental Factors: Witnessing clients in crisis, in unsafe situations or lacking adequate support systems at work.

It’s important to remember that risk factors do not guarantee that someone will be impacted by vicarious trauma, and that there are things we can do to mitigate the risk factors for employees.

As employers and supervisors, we can build the protective factors for employees, in key areas, such as:

  • Regular supervision and strong leadership.
  • Supportive colleagues and a diverse workload.
  • Autonomy in decision-making.
  • A workplace culture that acknowledges and validates vicarious trauma.

For example, offering more support or time for check-ins for employees who are at a higher risk can have a major impact in preventing and addressing vicarious trauma.

Creating a Supportive and Safe Work Environment

A supportive and safe work environment is one of the most critical pieces to supporting staff. Here are some suggestions about where to start.

It’s important for your workplace to balance a trauma-informed approach to client care with a commitment to employee safety. Supporting your staff’s mental and physical well-being can help create a trauma-informed experience for clients – when staff feel safe and grounded, they are better able to be present and supportive for clients. This can also help build relationships with clients, which then supports trauma-informed client care.

Environmental factors can also play a significant role in vicarious trauma. For instance, staff who frequently witness distressing situations on their way into work or within the workplace environment may be more susceptible. Reducing these risks involves thoughtful planning of workspaces and providing safe spaces for staff to decompress.

Caseload management is another critical area. Allocating workloads based not just on numbers but also on case acuity ensures that employees are not overwhelmed. Access the CSSHSA caseload assessment tool here.

Additionally, timely debriefing sessions and access to on-call or after-hours supports for staff who are working a night shift can provide an opportunity for staff to process their experiences and receive emotional support.

Supporting and Empowering Staff

Supervisors and managers can have a profound impact on mitigating vicarious trauma by fostering open communication and providing adequate resources. Some actionable strategies include:

  • Ensuring access to support resources, such as employee assistance programs or peer support groups.
  • Implementing policies that emphasize safety, trust, and empowerment for staff.
  • Encouraging regular check-ins to understand employee needs and concerns.

Supervisors can also empower their teams by modelling healthy coping strategies and providing training on recognizing and managing vicarious trauma. Creating an environment where employees feel valued and supported can significantly enhance their resilience.

Mitigating Organizational Risk and Supporting Resilience

Proactive measures to address vicarious trauma benefit both staff and the organization. Recognizing risk factors—such as inadequate support systems, excessive workloads—allows managers to implement preventative measures.

Evidence-based practices to promote resilience include offering training on self-care techniques, encouraging the use of personal self-care plans, and integrating mindfulness practices into the workplace. Establishing a culture that prioritizes mental health not only helps employees cope but also reduces turnover and increases productivity.

By addressing vicarious trauma through thoughtful policies, supportive practices, and a commitment to resilience, managers can create a workplace that protects staff while continuing to provide high-quality care for clients. Your leadership is key to ensuring a sustainable and thriving workplace.