Supporting charity staff who have experienced trauma through their work; whether vicarious trauma through supporting clients, or direct trauma through something that happened during a support session – is crucial for long-term organisational wellbeing.
Effective support for charity staff impacted by trauma hinges on prompt response, consistent monitoring, access to mental health resources, and cultivating a trauma-aware workplace. Trauma informed practice or a trauma informed culture is a vital part of any charity’s governance and support.
One key factor to consider is whether your trauma response procedures risk adding to the trauma experienced by the staff member or volunteer through causing a tension between their perception of the client being the victim – and your procedure turning the focus onto them as the subject.
Understanding trauma among charity staff
Charity staff may be exposed to highly emotional or distressing situations in their support work, leading to symptoms such as shock, mood fluctuations, flashbacks, disrupted sleep, and difficulty concentrating. Recognising these signs is essential for providing timely and appropriate care.
What is trauma?
Trauma refers to the severe psychological distress caused by deeply frightening or stressful experiences. It can result from single, acute events like witnessing a traumatic incident during a support session, or from prolonged, repeated exposure to distressing situations, known as chronic trauma. Both forms can profoundly affect mental health and wellbeing, especially for those working in high-emotion environments like charities.
Forms of trauma relevant to charity staff
- Acute Trauma: A reaction to a single distressing event, such as direct exposure to violence or loss during a support session.
- Chronic Trauma: Stemming from ongoing or repeated exposure to traumatic experiences, such as continuously supporting clients with severe trauma histories.
- Secondary Traumatic Stress and Vicarious Trauma: These occur when charity staff develop trauma symptoms indirectly through empathic engagement with clients’ traumatic stories. Symptoms can mirror post-traumatic stress disorder (PTSD) but arise without direct personal experience of the trauma.
- Burnout and Compassion Fatigue: While not trauma per se, these are related conditions caused by the emotional strain of caregiving roles, potentially worsening the impact of trauma exposures.
Understanding the different types of trauma and the many ways that charity staff may experience trauma through their work, can help charities to tailor effective support strategies that safeguard staff wellbeing and sustain their vital work.
Supporting charity staff after trauma
To provide the best possible support for charity staff and volunteers with regards to their experiences of trauma involves a number of recommended methods and resources. Some immediate support is important, along with ongoing support – plus a strong foundation built around a trauma informed organisational culture.
| Action | Immediate Response | Ongoing Wellbeing |
|---|---|---|
| Safe space for debrief | Yes | As needed |
| Mental Health First Aid | Yes | Yes |
| Clinical referral for distress | Yes | Yes if symptoms persist |
| Group debrief/counselling | Within 1 week | Repeat at 3–4 weeks |
| “Watchful waiting” | Yes | Reassess at 4 weeks |
| Phased return/support adjustments | Ask staff directly | Continue as needed |
| Specialist therapies (e.g. CBT/EMDR) | Assess case-by-case | If recommended |
| Peer/manager support | Yes | Yes |
Immediate support measures
When a charity staff member has experienced a traumatic support session, it is vital to implement immediate support measures that prioritise their wellbeing. First and foremost, arranging a safe and private space away from the incident site enables staff to begin processing what has happened in a calm and protected environment. This physical and emotional separation from the event can help reduce the immediate impact of trauma and provide a sense of security for the individual.
In addition, making Mental Health First Aiders readily available plays a crucial role in the initial support process. These trained colleagues can offer confidential, empathic conversations to help staff begin to make sense of their reactions. For teams that operate remotely or across multiple sites, it is important to provide the option of accessing this support through phone or virtual meetings, ensuring that nobody feels excluded from the help they need, and that isolation from colleagues does not compound the trauma.
Finally, where the impact of the incident is severe or staff require further support, employers should swiftly facilitate access to Employee Assistance Programmes or connect staff with local crisis counsellors. Having easy routes to professional guidance and intervention can make a significant difference in minimising long-term distress, helping staff to feel cared for and supported at the earliest possible stage.
Ongoing wellbeing and watchful waiting
The National Institute for Clinical Excellence (NICE) recommends “watchful waiting” for the first month after a traumatic incident. This involves regularly checking in with the affected staff member, allowing them time to adjust, and monitoring for persistent symptoms that may require clinical intervention.
Supportive communication and flexibility
Supportive communication is at the heart of effective trauma response in charity settings. It is essential to approach affected staff with empathy, patience, and an open mind. Listen to their concerns without judgment, allowing them to share as much or as little as they feel comfortable. Avoid pressurising staff to talk about their experience before they are ready, as this can lead to increased stress or a sense of overwhelm. Creating a climate of trust and psychological safety encourages staff to engage in conversation at their own pace, which is vital for authentic recovery.
Flexibility is another important aspect of support. Rather than applying a one-size-fits-all approach, managers should take time to ask individuals what specific help or adjustments might be most beneficial for them. Staff may request practical changes such as a phased return to work, amended responsibilities, or altered duties to suit their current capacity. By tailoring support to individual needs, organisations demonstrate genuine care and increase the likelihood of a successful return to wellbeing.
Maintaining regular and predictable check-ins is crucial for staff who have experienced trauma. Scheduled contact, rather than sporadic or ad-hoc communication, helps create a reassuring sense of stability. These ongoing check-ins enable staff to discuss their progress, raise any issues, and access continued support. This consistency not only fosters trust but also ensures that staff do not feel isolated as they navigate their recovery journey.
Specialist and peer support options
Access to specialist and peer support can play a pivotal role in helping charity staff who have experienced trauma. One key step is to provide clear and accessible information about common trauma symptoms, so staff are equipped to recognise signs of distress in themselves or colleagues. Raising awareness in this way empowers staff to monitor their own wellbeing and take proactive steps toward recovery. If distressing symptoms persist or begin to interfere with daily life, it is important to encourage staff to seek professional advice from their GP, ensuring they receive appropriate medical attention and support.
Group debriefs and follow-up sessions can also be valuable tools for supporting collective healing within teams. These sessions, ideally facilitated by trained critical response counsellors, create a supportive space for staff to safely express their feelings, share experiences, and learn coping strategies from one another. The process helps to normalise emotional responses following a traumatic incident and reinforces the sense of community within the organisation.
Furthermore, where appropriate, charities should actively promote access to evidence-based specialist therapies. Treatments such as Cognitive Behavioural Therapy (CBT) and Eye Movement Desensitisation and Reprocessing (EMDR) are proven to be effective in addressing trauma-related stress. Ensuring that staff know how to access these therapies can make a significant difference to their recovery; whether through internal wellbeing schemes, NHS pathways, or external providers.
By supporting both peer connections and clinical intervention, organisations create a robust safety net that enables staff to work through trauma constructively and feel truly supported.
Building trauma-informed cultures
A trauma-informed culture recognises that trauma is common and can impact anyone, including staff, volunteers, and service users. In charity and support-focused organisations, embedding a trauma-informed approach means prioritising psychological safety, empathy, and understanding throughout all aspects of workplace practice. This proactive stance not only supports staff wellbeing but also strengthens the overall capacity of the organisation to fulfil its mission.
Building a trauma-informed culture begins with leadership commitment. Senior leaders and managers must acknowledge the potential for trauma in the workplace and model transparent, compassionate communication. Providing education and training on trauma awareness is vital. This helps all staff recognise the signs of trauma, understand its effects, and appreciate why a sensitive, non-judgemental response is necessary. Trauma-informed training should be regularly refreshed and adapted to reflect emerging best practices.
Clear and supportive policies are another crucial foundation. Organisations should ensure that procedures for responding to traumatic incidents are well-publicised, accessible, and consistently applied. Confidential reporting, mental health leave, and flexible work adjustments empower staff to seek help without fear of stigma or reprisal. Encouraging peer support networks and mentoring can also help create a sense of belonging and mutual assistance among colleagues.
Sustaining a trauma-informed culture requires ongoing attention rather than a one-off initiative. Regular check-ins, supportive supervision, and open forums for feedback allow organisations to continually monitor staff wellbeing and respond to new challenges as they arise. Celebrating the contributions of staff, recognising resilience, and ensuring staff feel valued are essential components. Finally, organisations should partner with specialist trauma services and mental health professionals, ensuring staff can access expert support when needed.
If you build these principles into every layer of your organisation, charities and support services can create an environment where staff feel safe, respected, and empowered. This in turn enables them to continue providing vital support to others, even in the face of adversity.