Understanding trauma in the workplace and how employers can make a real difference

Here are the key takeaways.

• Trauma at work and the unseen part of mental health

When we think about mental health at work, our minds often turn to stress, anxiety, or depression. Yet for many people, trauma sits quietly beneath the surface, shaping how they think, feel and function long after the event itself.

Trauma can emerge from experiences both inside and outside the workplace, for example a traumatic bereavement, an accident, witnessing something distressing, or being exposed to direct violence or threat. Sometimes, the workplace itself can be the setting for a traumatic event.

As clinicians and workplace wellbeing specialists, we see the difference a trauma-informed approach can make, when this is implemented by an organisation. For employees, it can support their recovery journey and supports a greater sense of safety. In organisations, it builds trust, resilience, and retention.

• Signs and symptoms of trauma

At its core, trauma is the mind and body’s response to an event that overwhelms our ability to cope.

Two people can go through the same situation and have very different responses. One may recover quickly, while another may  Develop symptoms of depression or anxiety, or even PTSD. Trauma impacts the mind and body, and unprocessed trauma memories can maintain an ongoing sense of threat.

In the workplace, trauma may present in subtle ways that are easy to overlook. Some of the common signs and symptoms include:

• Difficulty concentrating or making decisions
• Changes in mood or behaviour (irritability, tearfulness, detachment)
• Withdrawal from colleagues or avoidance of certain situations or people
• Fatigue, sleep disturbance, or physical tension
• Flashbacks or intrusive memories related to a distressing traumatic event
• Heightened startle response or hypervigilance
• Feelings of guilt or self-blame (“I should have done more”)
• Overworking or perfectionism as a coping mechanism

To others, an employee might appear to be managing, but internally they may still be fighting to feel safe again. These behaviours are often protective, the mind’s way of coping, but they can also keep the trauma memory unprocessed without the right support.

• A real-life workplace scenario

Imagine a colleague, Rachel, who collapses at work and tragically does not survive. Two employees, Sally and John, perform CPR. Both are deeply affected but respond differently.

After the event Sally experiences flashbacks, vivid replays of the event, and later blames herself for not doing more. John, on the other hand, feels sadness and shock but seems able to return to routine more quickly.

Neither reaction is wrong. Trauma responses are shaped by many factors – personality, previous experiences, support systems, and the meaning attached to the event. Employers and managers can support people on their recovery journey, by responding with compassion and curiosity, asking “how can I support you” rather than “what happened”, it can make all the difference.

• Building a trauma-informed workplace

From an organisational perspective, trauma-informed leadership is about recognising that we cannot always see what people are carrying. It’s about creating a culture where individuals feel psychologically safe to say “I’m struggling” without fear of being judged or penalised.

When managers understand that these behaviours may stem from a trauma response rather than disengagement or poor performance, they can respond far more effectively.

Trauma-informed leadership doesn’t require clinical training. It’s about empathy, flexibility, and communication, and simple adjustments can have a profound impact:

• Offering flexible working hours
• Creating quiet spaces
• Temporarily adjusting responsibilities

A trauma-aware workplace is one where the question of “How can we help?” replaces “What went wrong?”

• Managers don’t need to be therapists, but they do have to listen

It’s natural to want to understand what happened, but asking someone to relive the details of a traumatic experience can be counter-productive. Instead of gathering information, the goal is to ensure and signpost support.

An effective question you can ask is:

“What do you need right now to feel safe and supported at work?”

How to provide support:

• You should have access to appropriate professional help: through Employee Assistance Programmes, counselling, or trauma-focused therapy
• Early intervention matters: the longer trauma responses go unrecognised, the more they can become entrenched, leading to longer absences, burnout, or secondary mental health difficulties
• Leaders set the tone for everyone else: when senior teams model openness and compassion, it encourages employees to seek help sooner
• Encourage teams to check in with one another: small acts of kindness and understanding can be transformative.

For employers and HR leaders

The most effective starting point is awareness. Train managers to recognise the signs of distress, ensure policies allow for compassionate leave and flexibility, and create clear pathways to professional support.

From a clinical perspective

Trauma recovery thrives in environments of consistency and care. When someone knows they’re believed, that their feelings are valid, and that they have space to recover, their nervous system can begin to regulate again. This is where workplaces can play a vital role not by fixing people, but by walking alongside them as they heal.

Trauma isn’t rare, and recovery isn’t only the job of the therapist. Every manager, every colleague, and every leader has a part to play in creating workplaces where people feel safe enough to rebuild and reclaim their life following a traumatic event.

Speakers & bios:

Dr Glenn Mason, Head of Adult Psychological Therapies and Consultant Counselling Psychologist

Glenn is Head of Adult Psychological Therapies and Consultant Counselling Psychologist at Onebright, and regularly contributes to local, national, and international media on psychology, trauma, chronic pain, PTSD, and duty of care psychology. His clinical practice is informed by Cognitive Behavioural Therapy, Acceptance and Commitment Therapy, Compassion Focused Therapy, Motivational Interviewing, Narrative Exposure Therapy and Eye Movement Desensitisation and Reprocessing. Glenn also provides clinical supervision to trainees and qualified mental health professionals and specialises in working with the LGBTQ+ community.

Sarah Carter, Head of Account Management at Onebright

Sarah Carter has been supporting organisations with solutions for mental health support for their people since 2011.  In her role as Head of Account Management, Sarah works to match an organisation needs with Onebright’s services and clinical experts.  In this time, she has worked across business sectors, implemented services to support organisations across the mental health continuum from awareness to prevention and ill-health, and delivered mental health services for healthcare partners, such as PMI and EAP programmes.  Sarah’s corporate mental health knowledge is underpinned by her Masters in Psychology and published research in innovative approaches to trauma and therapy.