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ARCHIVED - Preparing for and Responding to Trauma in the Workplace : A Manager's eGuide

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We have archived this page and will not be updating it.

You can use it for research or reference.

Table of Contents

Foreword

This e-guide for public service managers was produced by the Employee Assistance Services (EAS) Bureau with Treasury Board funds. Preparing for and Responding to Workplace Trauma: A Manager's eGuide is intended to help managers develop and maintain a supportive environment for employees who experience a traumatic workplace event and to support the delivery of critical services to Canadians during and after a major traumatic event. The information offered is based on current knowledge and practice derived from research and case reports, the practical experiences of human service workers and the personal experiences of disaster victims.

The EAS Bureau provides a comprehensive Employee Assistance Program (EAP) which includes trauma response, wellness and organizational development expertise and services (for more information go to Employee Assistance Services). EAS can assist you in developing an emergency response plan for your workplace, as well as in training your employees in emergency preparedness and response.

EAS serves employees of 140 public and parapublic organizations, including most federal government departments across Canada. These employees have access to confidential, professional counselling services 24 hours a day, 365 days a year via our toll-free bilingual telephone service at 1-800-268-7708 or 1-800-567-5803 (TTY). For information about EAS, or for assistance in developing a psycho-social emergency response plan for your workplace, call the EAS Bureau at 1-888-366-8213.

Preparing for and Responding to Workplace Trauma: A Manager's Handbook, an abbreviated version of this document can be found at Employee Assistance Services

1. Introduction

On September 11, 2001, North Americans awoke to a new reality. The terrorist attacks on the World Trade Center, the Pentagon and the resulting plane crash in Pennsylvania shocked people far and near. That the attack killed an estimated 3,000 people, many of them employees of various financial companies or federal agencies, raised the awareness of many employers about the potential impact a traumatic event can have on the physical and emotional well-being of their employees.

Few managers expect to deal with a major traumatic event such as a terrorist attack. What is more common is dealing with a sudden heart attack, the death or serious injury of one or more employees following an accident, the physical attack by an employee against other employees, or the effects of traumas employees bring from their personal lives to their workplaces. Less commonly, a manager may have to deal with the consequences of a major fire, earthquake or tornado that strikes the workplace during business hours or devastates an employee's community.

If a tragedy or life-threatening event happened in your workplace,

1.1 Purpose of the Manager's eGuide

This e-guide is intended to help managers actively promote a culture of support, understanding and caring toward employees who experience a traumatic workplace event.1

The guide provides managers with practical guidelines on:

1.2 Health and Safety of Federal Employees

1.2.1 Occupational Health and Safety Legislation in Canada

As an employer, the Government of Canada abides by the Canada Labour Code. Under Part 2, Occupational Health and Safety, Section 124 of the Canada Labour Code, it is the responsibility of employers to "ensure that the health and safety at work of every person employed by the employer is protected." Section 125 spells out the specific duties of the employer which include (but are not limited to):

To see the full text, go to http://laws.justice.gc.ca/en/L-2/16951.html

1.2.2 Federal Workplace Health and Safety

Health Canada's Workplace Health and Public Safety Programme (WHPSP) is mandated by the Department of Health Act (4.2.f) to promote and preserve the physical safety and psycho-social well-being of federal employees. WHPSP administers the Public Service Health program for Treasury Board, provides health and safety services for federal public servants, and provides an Employee Assistance Program (EAP) through the Employee Assistance Services (EAS) Bureau to some federal departments and agencies.

Treasury Board requires that all federal departments and agencies provide an EAP to their staff. For example, the EAS Bureau serves employees of 140 public, and parapublic organizations, including most federal government departments across Canada. These employees have access to confidential, professional counselling services 24 hours a day, 365 days a year via our toll-free bilingual telephone service at 1-800-268-7708 or 1-800-567-5803 (TTY). For information about EAS, or for assistance in developing a psycho-social emergency response plan for your workplace, call the EAS Bureau at 1-888-366-8213.

Regardless of the EAP provider, services must be requested by employees or their family members directly, on a confidential basis. While managers can encourage staff to contact their EAP, they cannot make appointments on behalf of anyone but themselves. In situations where a manager arranges a group session, employees must be free to attend voluntarily.

EAPs can be a valuable resource for managers who want to increase their effectiveness in managing staff who have been exposed to a traumatic event. Some departments/units have specialized response teams (e.g., Critical Incident Stress Management teams). For information about what kinds of services are available, contact your EAP directly; if you are unsure who your EAP provider is, contact your Human Resources Advisor.

1.2.3 Federal Government Public Security and Anti-terrorism

As a consequence of the September 11, 2001 acts of terrorism in the United States and subsequent threats to use chemical, biological, radiological or nuclear (CBRN) weapons, the Government of Canada has identified public security and anti-terrorism as a priority.

One component of this initiative, Psycho-Social Emergency Preparedness and Response (P-S EPR), naturally falls within WHPSP's mandate, and as such is being administered through the EAS Bureau. The goal of P-S EPR is to provide information to federal managers to help them plan and prepare for, as well as respond to, their employees' and their own psycho-social needs in the event of a major traumatic workplace incident. An "all-hazards approach" has been adopted to address emotional and social needs resulting from a broad range of intentional or accidental disasters. In this context, an all-hazards approach means planning for any, rather than for a specific, event.

2. Traumatic Events

2.1 What Is a Traumatic Event?2

Traumatic events can take many forms and occur anywhere. A traumatic event can be defined as any extreme event which:

2.2 Traumatic Events in the Workplace

Examples of potential traumatic workplace events include:

2.3 Traumatic Events at Home

Employees also experience traumatic events in their personal lives. Managers need to be caring and supportive to employees who, for example:

2.4 Traumatic Events in the Community

In the last 25 years, Canadian communities have had to respond to a growing number of natural and human-caused catastrophes, including floods, forest fires, tornadoes, hurricanes, transportation accidents, mine disasters and terrorist acts. Traumatic events such as these cause deaths and injuries, destroy or seriously damage homes and workplaces, and trigger emotional distress. Federal employees may be victims of these events or may, as part of their work, have to respond by providing a wide range of community services.

Management has to plan for such events as part of their responsibility to:

2.5 Emotional Impacts of Traumatic Events3

Since traumatic events are life-jarring experiences, few people walk away from them without being affected both physically and emotionally. Individuals affected by a traumatic event have to adjust to major changes in their lives. They may have to grieve for their losses, perhaps find new jobs, cope with physical or mental disabilities or injuries, or deal with physical or personal crises. Disruption in relationships, roles and routines can make life unfamiliar or less predictable.

Employers can play an important role in facilitating the physical and emotional recovery of employees, whether the traumatic event occurs in the workplace, at home or in the community.

3. Get Ready Now for Trauma in the Workplace--Emergency Preparedness and Planning

The best way to protect employees' physical and emotional well-being from a traumatic workplace event is for you and your employees to be prepared. Having a well thought out emergency response plan will allow you and your employees to respond promptly and effectively to a traumatic event.

3.1 Emergency Planning Tips(1, 4-10)

Here is a series of emergency planning tips to help you and your employees get ready:

(1) Prepare now. Find out if there is an all-hazards building emergency response plan specific to your office. If such a plan has not been developed, it may be possible to adapt another office's plan for your workplace. In the absence of either of these, create a plan now for your workplace. Knowing what life-saving measures to take will help reduce fear and anxiety and promote a sense of safety and control should a traumatic event occur. Your Departmental Security Officer (DSO) may be able to provide advice and offer generic planning models or response guidelines. Examples include:

(2) Make it a priority. Finding time in a busy office schedule to develop building emergency plans can present some challenges. Many people prefer not to think that something terrible, something which could endanger their lives, could happen "here." Although the likelihood is small, it is always better to be prepared. As a manager, your first task is to assess risks and initiate a planning process in your workplace based on identified risks.

These words of wisdom from Bob Fields, Manager of Emergency Services, Santa Clara County, California, should be adopted as a mantra by all emergency planners:

"The only thing tougher than planning for a disaster is explaining why you didn't."11

(3) Get employees involved. A building emergency plan needs to be developed by all those who will be affected by it - not by a manager in isolation. Planning together will prepare people physically and mentally to respond to a traumatic event. It will enhance work team cohesiveness, employee coping skills and reduce negative and counterproductive responses when a traumatic event does occur.

(4) Consult with your Departmental Security Office. Do a risk assessment, identifying the types of traumatic events that could occur in your workplace, such as the ones listed above or the hazards that exist in your workplace. Developing a list of potential dangers will help raise your awareness of potential dangers.

Potential dangers in the workplace:4, 6

Identify measures to help eliminate or reduce potential risks in the workplace, such as:4, 6, 12

Detailed lists of workplace risks and hazards, as well as preventive measures are available at: www.afscme.org/health/bio-chem09.htm.

(5) Prepare a list of emergency resources available in the workplace and building, including:

Employees should be referred to the information notice boards on each floor where much of this information should be provided. If not, contact your Occupational Health and Safety Committee or your Departmental Security Office.

(6) Prepare a list of external emergency resources. Keep the information current. Each employee should have a copy handy. Include names, phone numbers and other contact information for:

(7) Rehearse the plan with all staff. If possible, include Departmental Security Officers. Exercising the plan increases people's sense of safety, competence and control. Think beyond fire and evacuation drills. What about the possibility of a bomb threat, a hostage-taking incident or a violent confrontation with a client? What if a colleague suffers a heart attack or serious injury? Rehearse your response to each of the risks you have identified for your workplace. Involving in the plan all those who will be affected also builds cohesion and shared responsibility.

An ounce of prevention ... One of the first reactions people often have after a traumatic event is to blame themselves and others, especially management, for not having prepared, or not having seriously taken, building emergency drills. Exercising your response plan regularly can help reduce employee's anger and guilt after a traumatic event.

(8) When danger threatens, expect people to react calmly and rationally. Research has shown that people do not panic when danger threatens. In fact, expect people to protect and help one another reach a safe location. (See Coping with Workplace Trauma: A Self-Help eGuide for Employees for a detailed description of reactions in the face of danger, coming to Employee Assistance Services (EAS) in the Spring of 2005.)

(9) Communication is the heart of a good emergency plan. When a traumatic event occurs in the workplace, employees expect to be informed immediately about the nature of the event and the measures to take to protect themselves. To respond to this vital need for information, lines of communication must be established ahead of time between you and:

Do you and your employees know the names and telephone numbers of those listed above? If this information is not readily available, precious time may be lost. Finding vital information in the middle of a crisis can be complicated by anxiety and fear.

(10) Set up a warning system (code) so co-workers can alert one another if urgent help is required. Possible scenarios include a physical assault, or the presence of a disgruntled employee or an angry client in the workspace. The building's security response team is responsible for deciding the types of code to be used. The warning system should be standardized and all employees should be informed. Colour codes can be used, for example, to describe various dangers. This will help reassure employees that help can be accessed quickly in case of danger.

(11) Warning messages. In addition to increasing fear and anxiety, waiting for a warning message can lead to confusion and disorganization. Insist that the building's security response team know how to write brief, clear and accurate warning messages. Standard warning messages need to be written ahead of time and kept on file so people can access them readily when danger threatens. They also need to be updated periodically.

The goal of a warning message is to empower people by providing accurate and appropriate information on what has happened, where it has happened and what protective measures people need to take immediately. If exits are blocked or filled with smoke, or there is a chemical substance in the ventilation system, employees need to know immediately what measures to take (i.e., whether to exit or stay in the building, when to leave, how to protect themselves).

Keep people informed. Provide updates every few minutes. Let them know what has happened. If you do not have accurate information about the incident, let your employees know. When you do receive the information, immediately tell them what has happened and what is being done to combat the threat.

Do not hesitate to tell people if their lives are in danger. People will handle the information rationally and take the necessary steps to save their own and co-workers' lives.

Frequent and honest communication:

(12) Alarm systems. Whenever there is a test of a building's alarm systems, employees often moan and groan: "not another test." Acknowledge the frustration and the seeming "waste of time," but also insist that testing emergency plans saves lives. Employees need to know what alarm measures have been adopted for their building. In some federal buildings, a slow sounding alarm is a signal to get ready to evacuate. A faster sounding alarm is a signal to evacuate. Know what the alarm tones mean in your particular facility. Participating in the planning process will help to convince employees to take alarms seriously and increase their sense of readiness to respond.

(13) If employees have to work late at night or in isolated areas, develop safety plans with them so they can be better prepared in case of an accident or a threat. Providing employees with cell phones, having building security personnel accompany them to their car or bus stop late at night, or providing taxi service are some ways to protect employees.

(14) Prepare a workplace emergency pack14 if your workplace is located in an area prone to earthquakes, tornadoes or other disasters. If your building is severely damaged during an earthquake, you may not be able to evacuate without assistance. An emergency pack consisting of a first-aid kit and a three-day supply of water and food could sustain you and your staff while you await help. Employees working in an earthquake area zone may also find it handy to have stored in their desk a whistle which they could use to alert rescuers if trapped. (For a detailed list of what to include in an emergency pack, check Health Canada's Registration and Inquiry Manual, Appendix I, Emergency Survival Checklist, available at: www.hc-sc.gc.ca/pphb-dgspsp/publicat/ris-sir/index.html

(15) Know the typical stress reactions you and your employees may experience before, during and after a traumatic event, and the steps you and your employees can take to manage them by reading Coping with Workplace Trauma: A Self-Help eGuide for Employees, coming to Employee Assistance Services (EAS) in the Spring of 2005.

(16) Develop a plan on how to help your employees recover from emotional trauma. Consult with Human Resources personnel and your EAP provider about the emotional support services available to assist employees immediately after a traumatic event and during the recovery period.

(17) Benefits to employees and employers of being prepared. The threat of workplace emergencies, traumatic events and terrorist attacks can erode employees' sense of safety and security and lead to poorer personal and organizational performance. A well-planned, well-exercised emergency response plan, to which employees have contributed, can instil a sense of safety, confidence and control in employees.

Knowing that they and their employer have done everything reasonable to plan for a traumatic event, employees are reassured that they would be ready to act rapidly and effectively if something were to happen. A workplace free of uncertainty fosters peace of mind, well-being and allows employees to go about their daily tasks safely and productively.5

(18) Encourage employees to develop family emergency plans so that if something were to happen while they were at work, their loved ones would know how to protect themselves. This will increase employees' well-being and peace of mind.

(19) Commitment and credibility of managers. Responsibility for workplace emergency planning is often assigned by managers to employees such as floor safety officers. This is appropriate as long as the manager demonstrates a personal commitment to emergency planning by, for example:

Manager involvement lends credibility to the emergency planning process and underscores to all staff the need to be prepared for an emergency. For assistance in developing a psycho-social emergency response plan for your workplace, call 1-888-366-8213.

4. Managing the Immediate Response to a Major Traumatic Workplace Event

One of the characteristics of traumatic events is that they occur suddenly, often without warning. Examples include the sudden death of an employee, an employee who suffers a heart attack, the armed threat or shooting of employees by a disgruntled co-worker, the suicide of an employee, a fight between employees or a terrorist event.

The following guidelines will help you manage the incident, as well as the emotional effects of a traumatic event for the first few minutes and up to 24 hours.

4.1 If Employees Have Been Injured or this is a Health Emergency

In implementing your emergency response plan, your subsequent response will be guided by the measures appropriate to this particular event or to similar events. These response plans will often involve various kinds of first responders (e.g., fire, police, ambulance) appropriate to the event that has occurred. They will offer expert advice to assist you in managing the situation. First responders are experienced in these events, will take over the emergency management of the actual event, and will mobilize whatever additional emergency response they deem appropriate.

If the event is of sufficient magnitude, first responders and their command structure may invoke your community's emergency/disaster response plan. Emergency Medical Services (i.e., ambulance and paramedic) personnel would be assigned to treat and transport injured personnel to the nearest medical facility. Employees with minor or no physical injuries may be evacuated to one or more Reception Centres operated by the municipal Emergency Social Services. There, employees would be provided with first aid; basic needs (blankets, food, water); emotional support and comfort. The Registration and Inquiry (R&I) Service operated by Emergency Social Services would assist in locating missing persons through their links with hospitals and the coroner's office. Notification of next of kin is the responsibility of medical and public safety employees. Many municipalities across Canada, as part of their emergency response plans, have a Psycho-Social Services Response Team which assists citizens affected by a major traumatic event. These teams have well-trained responders who can also assist you in case of a traumatic event.

4.2 If Employees Have Died

4.3 If this Is a Mass Casualty Incident and Numerous Employees Have Been Killed or Injured

4.4 If this Is a Criminal Incident

Police will want to question employees if this is a criminal incident. This may be a problem if employees are in shock, are experiencing acute reactions, or are afraid of retaliation. Call your Departmental Security Officer, senior management and Human Resources for advice.

5. Once the Immediate Danger Is Over

5.1 If Employees Have Been Killed or Seriously Injured

5.2 If No One Was Killed or Seriously Injured and the Workplace Is Safe

Once the immediate danger is over and, if no one was killed or injured and the workplace is safe to return to:

5.3 Providing Emotional Support to Employees

If this is a major traumatic event and employees have been killed or injured and the situation is now under control, have co-workers provide emotional support to employees affected by the event until EAP counsellors or the community Psycho-Social Response Team arrives.

Basic measures you or co-workers can take to comfort and support employees experiencing strong emotional reactions3 include:

5.4 Managing the Media3

If this is a major traumatic event, the anguish and grief of survivors will become the subject of media attention. The media can play an important role in informing people when danger threatens. However, in the immediate period after a traumatic event, the needs of the media run counter to the needs of survivors who are experiencing acute reactions.

In the first few hours after a traumatic event, survivors need privacy so they can work through, and gain control over, strong emotional reactions triggered by the event.

All media requests to meet with you or your employees should be referred to your department's communication personnel.

6. Managing the First 24 hours of a Traumatic Event

Once employees have returned home after a major traumatic event, affected workplace managers may want to meet with senior managers, Human Resources, Pay and Benefits personnel as well as EAP advisors to discuss the following issues:

6.1 Meeting with Families of Deceased and Seriously Injured Employees

If employees have been killed or seriously injured, it is important for the employer to meet with family members as soon as possible. Families usually appreciate being the first to receive information on how their loved ones died or were injured, as well as meeting the employer and receiving condolences and comfort.15

Do not underestimate the intensity of family members' anger that can be triggered when employers avoid families or do not provide them with ongoing information about their loved ones and the event. Families often resent being informed through the media first.

When meeting with loved ones:15, 16

7. Managing the Short-term Response (from 24 to 72 hours)

The following suggestions vary depending on the severity of the event, the number of employees killed or seriously injured, and if the workplace is safe to return to.

7.1 The Workplace: A Comforting and Healing Cocoon

Federal employees can refuse to return to their workplace if it is deemed unsafe. For certification that a workplace is safe to return to, contact the Workplace Health and Public Safety Programme's Physical Emergency Preparedness and Response Team at 1-800-268-7708.

The workplace may be the best place for employees to return to following a traumatic event as it provides co-workers with an opportunity to:9

If some uninjured employees have not returned to work and the workplace is safe and operational, contact them to provide any new information, see how they are doing and advise them to return to work.17 Should they require emotional support, encourage them to contact your EAP.

7.2 Funeral Arrangements

Once funeral arrangements have been made, if possible:

7.3 If a Memorial Service Is Held at Work10 ,16

A memorial service can provide employees with an opportunity to express their grief and honour the deceased. Memorial services can take several forms; for example, employees can get together to:

7.4 If Employees Were Seriously Injured

7.5 When an Injured Employee Is Ready to Return to Work

Having a plan increases the likelihood of a smooth reintegration of employees.

8. Managing the Emotional Needs of Employees the First Few Weeks after a Traumatic Event

8.1 Stress Reactions in the First Few Weeks

As employees return to their workplace following a traumatic event, the initial numbness, disbelief and bewilderment start to wear off and the reality of the losses experienced begins to set in. According to trauma experts, this is an important phase in the recovery process, as survivors:

Following are some common reactions you and your employees may experience in response to traumatic events, the impacts of which can be decreased through effective emergency preparedness and planning.

Physical: fatigue, headaches, dizziness, stomach problems, increase or decrease in appetite, neck and back aches, or sleep difficulties.

In how you think: memory problems, have difficulty concentrating, find it hard to stop thinking about the event, find it hard to remember day-to-day things, feel disorganized at work and at home, or have flashbacks.

Emotional: fear that a similar event may reoccur, sadness for deaths and injuries, grief for colleagues, guilt for being alive, anger at the injustice and senselessness of the event, feeling vulnerable and fragile or anxious about the future.

In how you act: overly vigilant to environment, isolated, impatient, irritable, change in communication patterns (talk a lot more or less), or use more alcohol, drugs or tobacco.

8.2 Some General Emotional Support Guidelines

Following are key emotional support guidelines you need to keep in mind as employees settle back into the workplace and start integrating the traumatic event they experienced.

8.3 Practical Administrative Guidelines

You can assist employees by taking practical measures that can help in preventing or reducing work-related stress. For example:

8.4 Helpful Emotional Support Measures (3 ,5,8, 10, 16-23)

Here are some emotional support measures to help you support your staff as they adjust and start absorbing their experiences:

If the traumatic incident was due to a workplace accident or criminal incident, employees, including managers, may:

Any one of these events may trigger a wide range of stress reactions as employees are asked to recall what happened. Inquests or court appearances may last several weeks. Additional emotional support will probably be required at this time. Encourage employees to make use of help and services provided by your EAP.

8.5 Delayed Reactions

Some people react strongly as stressful events are happening; others react a few days, a few weeks or even a few months later. Delayed reactions can be confusing as people start experiencing reactions they had at the time or immediately after the traumatic event. Remember, not everyone reacts the same way and at the same time.

8.6 When an Employee Appears Overwhelmed

With the support of family and friends, most victims of a traumatic event see their stress reactions diminish over a period of time and they gradually recover from the emotional effects. For a small minority, however, the symptoms triggered by the traumatic event may not resolve themselves so quickly. This is particularly true for individuals:

In some cases, a person's reactions to the event may become so intense that they:

If you suspect that an employee is experiencing distressing reactions, encourage the person to consult your EAP and ask for assistance.

8.7 Resources to Help You Support Employees

8.7.1 Internal Resources

Federal employees have access to a number of programs and resources which will be of assistance in the days and weeks following a traumatic event. These include:

(1) Employee Assistance Program

Ask your EAP to present information and education sessions to staff on stress reactions and stress management following a traumatic event. Sessions could be offered:

Encourage staff to take advantage of EAP services at any time. Provide them with the name and telephone number of your EAP provider.

(2) Critical Incident Stress Management

Critical Incident Stress Management (CISM) services may be offered by your department's EAP. CISM, a crisis intervention model developed for first responders, may be a useful model if your employees are first responders (e.g. firefighters, security personnel, emergency medical workers). CISM sessions may include:

For more comprehensive information, contact your EAP. If your EAP is unable to provide these services, contact EAS at 1-888-366-8213.

(3) Psycho-Social Emergency Response Team

The Employee Assistance Services Bureau at Health Canada has developed and trained a Psycho-Social Emergency Response Team. This team of trauma professionals from across Canada will, upon your request, assist federal departments or agencies to manage the psychological and social response and recovery activities when a major traumatic event occurs in the workplace. Team members will work in cooperation with your department's EAP in responding to the psycho-social needs of your employees. They will also provide consultative services to help you manage the many issues that might arise in the aftermath of a traumatic event. These services are available on a cost-recovery basis, or, in case of a major disaster, through disaster funding. If you require the assistance of the team, call EAS at 1-800-268-7708.

(4) Human Resources

Human Resources and Pay and Benefits can assist by explaining, to loved ones of employees who died or were injured, the various entitlements offered by the employer:

Human Resources can also assist managers in developing a transition work schedule and work plan for employees who are returning to the workplace. The employees' family physician and the Workplace Health and Public Safety Programme's Occupational Health Medical Officer are also involved in determining if the employee is fit to return to duty.

(5) Departmental Security Officer

In accordance with Treasury Board's Government Security Policy, the Departmental Security Officer (DSO) in each federal department or agency is the designated official who takes the lead in establishing security programs for:

The DSO is responsible for the development and implementation of relevant policies, programs and working tools and for the provision of expert security advice, consultation and emergency response services.

8.7.2 External Resources

(1) Municipal Trauma Management Team

Many municipalities across Canada, as part of their emergency response plans, have a Trauma Management Team in place to assist citizens affected by a major traumatic event.

(2) Community Resources

Most communities across Canada have a wide range of agencies and organizations which can offer short- and long-term emotional support to people affected by a traumatic event. Here are some key agencies which can help:

(3) Union Representatives

Employees may also want to consult with their union representatives for various forms of assistance, for example, compensation, disability, return to work. Some unions have additional death benefits that families of employees may be able to claim.

9. Taking Care of Yourself 7

As a manager, you can play an important role in facilitating the physical and emotional recovery of employees. However, you can become a hidden victim of traumatic events. Sudden, unexpected traumatic events can be as devastating for managers as they are for employees. Getting the job done while at the same time providing reassurance and support under conditions of severe, long-lasting stress, can lead to physical wear and tear.

9.1 Stressors That Can Affect You

Common sources of stress that you may face include:

Although many of the underlying stresses cannot easily be prevented, you can increase your resistance by taking care of yourself and staying healthy. It is important that you pace yourself so you can continue to be available to your employees and your organization.

9.2 Stress-relieving Activities

Here are some stress-relieving activities that you can act on immediately to stay healthy:

At any time during the recovery process, you may feel overwhelmed and unable to cope. If this is the case after trying the above suggestions, it may be time to speak to an EAP counsellor, family doctor or other health professional.

10. References

  1. Hénault, Ray (Chief of the Canadian Defence staff), Canadian Armed Forces. (2002). Promoting a culture of support. Ottawa Citizen, December 17, pages A1-A2.
  2. American Psychiatric Association. (1994). Diagnostic and Statistical Manual of Mental Disorders - Fourth Edition. Arlington, Virginia.
  3. Health Canada, Emergency Services Division. (1990). Personal Services: Psychosocial Planning for Disasters. Ottawa: Minister of Supply and Services.
    www.hc-sc.gc.ca/pphb-dgspsp/emergency-urgence/index_e.html
  4. American Federation of State, County and Municipal Employees. (AFL-CIO). (2002). Are You Prepared? An AFSCME Guide to Emergency Planning in the Workplace.
    www.afscme.org/health/bio-chem.htm
  5. APA Online, APA Task Force on Workplace Violence. (2002). Response to Workplace Violence Post 9/11- What Can Organizations Do? www.apa.org/pubinfo/post911workplace.html
  6. Government of Western Australia, Consumer and Employment Protection. (2000). Code of Practice: Workplace Violence.
    www.safetyline.wa.gov.au/pagebin/pg000036.htm
  7. Health Canada, Centre for Emergency Preparedness and Response, Office of Emergency Services. (2003). Self-Care for Caregivers - Responding to the Stress of Terrorism and Armed Conflicts.
    www.hc-sc.gc.ca/pphb-dgspsp/publicat/oes-bsu-02/caregvr_e.html
  8. National Association for Loss and Grief. (1999). Grief Reactions Associated with the Workplace. www.grieflink.asn.au/workplace.html
  9. Rick, J., Young, K., & Guppy, A. (1999). From Accidents to Assaults: How Organizational Responses to Traumatic Events Can Prevent Post-Traumatic Stress Disorder (PTSD) in the Workplace. HSE Contract Research Report 195/98. ISBN 0 7176 1631 2.
    www.employment-studies.co.uk/summary/summary.php?id=ptsd2
  10. U.S. Office of Personnel Management, Human Resources Office of Employee Relations and Workplace Performance. (1996). A Manager's Handbook: Handling Traumatic Events. Washington, DC. www.opm.gov/ehs/pdf/trauma.pdf
  11. Kazak, Don & Rothman, Jason with contribution from Jeff Israely. (1994). Earthquake: Quake recovery still not complete. Palo Alto Online, October 12.
    www.paloaltoonline.com/weekly/morgue/news/
    1994_Oct_12.QUAKE.html
  12. Queensland Government, Division of Workplace Health & Safety, Department of Employment, Training and Industrial Relations. (1999). Violence at Work: A Workplace Health and Safety Guide. http://www.whs.qld.gov.au/guide/gde02v1.pdf
  13. Bernstein Communications Inc. (2003). An ounce of prevention: The do's and don'ts of successful media interviews. Crisis Manager - The Internet Newsletter About Crisis Management, January 15. www.bernsteincrisismanagement.com/nl/crisismgr030115.html
  14. Health Canada, Centre for Emergency Preparedness and Response, Office of Emergency Services. (2002). Registration and Inquiry Services. Ottawa: Minister of Public Works and Government Services Canada.
    www.hc-sc.gc.ca/pphb-dgspsp/emergency-urgence/index_e.html
  15. U.S. Department of Justice, Office of Justice Program. (2000). Responding to Terrorism Victims: Oklahoma and Beyond.
    www.ojp.usdoj.gov/ovc/publications/infores/respterrorism/chap3.html
  16. National Partnership for Workplace Mental Health. (2002). When Disaster Strikes: Managing Mental Health in the Workplace. Pamphlet. www.workplacementalhealth.org/resources/APA_brochure_Aug02.pdf
  17. Ferguson, Carol R., & Towhey, G. Mark. (2001). The Day After: Trauma in the Workplace. www.towhey.com/WorkplaceTrauma.htm
  18. Shalev, Arieh Y., & Ursano, Robert J. (2003). Mapping the multidimensional picture of acute response to traumatic stress. In Roderick Ørner & Ulrich Schnyder (eds.), Reconstructing Early Intervention After Trauma: Innovations in the Care of Survivors. Oxford: Oxford University Press, pp. 118-129.
  19. Ballard, Tanya. (2001). Federal employees get help coping with tragedy. Government Executive Magazine, Daily Briefingwww.govexec.com/dailyfed/0901/091301t1.htm
  20. Health Canada, Employee Assistance Services. (2002). "Tips for the Supervisors and Managers of Employees Involved in a Traumatic Event." Internal document.
  21. National Association for Loss and Grief. (1999). Grief Reactions Associated with the Workplace. http://www.grieflink.asn.au/workplace.html
  22. Rick, J., Perryman, S., Young, K., Guppy, A., & Hillage, J. (1998). Workplace Trauma and Its Management: Review of the Literature. Colgate, Norwich: Her Majesty's Stationery Office. www.hse.gov.uk/research/crr_pdf/1998/crr98170.pdf
  23. U.S. Department of Labor, Office of Disability Employment Policy. (2001). Facilitating Return to Work for Ill or Injured Employees. www.dol.gov/odep/pubs/ek01/facilitate.htm

11. Emergency Phone Numbers

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2017-06-12