Last week, we heard with horror about the terror attack at Westminster Abbey, the busiest tourist thoroughfare and the seat of the parliament in London.
Such events remind us that scary, dangerous and stressful situations can happen anywhere: on the street, at a local shop and far too frequently in the workplace.
Business leaders are challenged to help employees deal with trauma and also restore their workplaces to normal as quickly as possible. And while a crisis is often chaotic and unexpected, there are proven steps you can take to mentally respond better and return to productive work, whether you are an employee or manager.
Traumatic events are sources of workplace disruptions
Employees and managers alike often experience emotional and even physical reactions to events in the workplace, and in their communities. The unexpected death of a co-worker, a natural disaster, a violent attack or an invasion by armed police is an example of a traumatic event that employees may find themselves facing.
While some incidents – workforce reductions, for example – leave room for planning, most critical incidents occur suddenly and without warning. Employers need to be prepared to respond any time. It may be difficult to judge whether, and to what extent, managers and employees have been affected. There are, however some telltale signs that a situation needs to be addressed:
- Declining productivity and difficulty concentrating
- Uncharacteristic isolation or limited interaction with the team
- Expressions of concern about personal safety
- Irritability, anger or tearfulness
- Complaints about loss of appetite, headaches, anxiety, co-workers or work conditions
- Increased staff leaves or turnover
If any of these signs are detected, it is important to acknowledge and address them in a non-threatening, non-judgmental way. A professional Critical Incident Team can help with a plan to support employees and return the workplace to its normal level of productivity.
What to expect from a Critical Incident team?
Depending on the type and intensity of the event, the Critical Incident Response Team may be needed on site within a few hours of the crisis. More commonly though, scheduling an on-site visit within 3 to 5 days of the event is best since employees may be in shock in the immediate aftermath of a critical event and may not benefit from interacting with a professional responder right away. And logistically, it may be difficult to gather employees together. Depending on circumstances, the responder may stay for several hours, an entire day, or sometimes longer. The purpose of such on-site visit is to comfort and educate.
The responders may
- Conduct sessions with employees – sometimes jointly with managers – to review common reactions (emotional and physical response felt by others who experienced similar events) and discuss coping strategies.
- Meet with a smaller group of workers (typically two or twelve) on a voluntary basis, to provide an opportunity for them to share their recollection of the event and related feelings.
- Meet one-on-one with individuals who prefer anonymity or are uncomfortable in a group setting. Attendance should be encouraged, but not mandatory.
The goal is to help employees realize that their reactions are reasonable and likely temporary.
Critical Incident Response Gets Results
When properly delivered, Critical incident Response Services help decrease symptoms such as severe stress experienced by individuals following a workplace trauma. It is better to cultivate a workplace culture that encourages employees to report or discuss bad news or negative feelings that may affect day-to-day functioning and job performance. Employees need to talk about these significant events, and they will, with or without employer support. Bringing in a professional to guide these discussions can help employees focus on resilience and positive coping mechanisms.