A Trauma-Aware Port Phillip workforce
Trauma doesn't only affect the people we support, it can also impact us as workers. Some of us may be carrying the effects of past or ongoing trauma in our personal lives, while others may be affected by the emotional demands of working closely with people in distress.
Being regularly exposed to trauma can lead to secondary trauma, vicarious trauma, burnout, or compassion fatigue. This could happen through listening to or reading other people’s stories that are distressing or regularly handling distressing material, such as media releases. Over time, this can create chronic stress that changes how we think, feel, work, and relate to others.
Sometimes, our workplace can make things worse. If the environment feels unsafe, unpredictable, or lacking in support, we may become more stressed. Even in workplaces that offer formal support systems, some of us may not feel safe or comfortable seeking help. This is especially so when we feel that stigma or shame might be present. When we feel emotionally and physically safe, we’re more likely to thrive and be supportive.
Becoming trauma aware, we begin to recognise our part in creating safe, supportive, and open workplaces for ourselves, our coworkers and our service users. But we also recognise the part our organisations should play.
Impacts of trauma on a workforce
Becoming trauma-aware as a workforce, we are beginning to understand the different workplace stressors and the ways we can look after ourselves.
What puts us at risk?
These risk factors can affect individuals, teams, or whole organisations.
Some of the things that can increase the risk of secondary or vicarious trauma, compassion fatigue or burnout in the workplace include:
- Heavy or unpredictable workloads
- Long or inflexible hours
- Unsafe physical conditions
- Poor support from colleagues or supervisors
- Unclear job roles or responsibilities
- Discrimination, exclusion, or bullying
- Feeling powerless or not in control of our work
- Having to act in ways that go against our values
- Lack of access to breaks, support, or professional development.
What does trauma in a workplace look like?
When these risks aren’t managed, trauma can show up in how people behave and how organisations function. For example, we might notice:
- High staff turnover
- Frequent absenteeism, meaning people miss work often
- Frequent presenteeism, meaning people come to work even when they are not able to focus or perform well
- Low morale
- Low productivity
- Increased stress or tension
- Increased errors
- Reduced quality of work
- Bullying, conflict, or harmful behaviours.
Self-care strategies
Providing trauma-aware direct service
Being trauma-aware means knowing how common trauma is and that it is not always obvious if someone has been affected by trauma.
When working directly with service users, being trauma-informed means assuming trauma as the standard. This means approaching everyone with a trauma-informed approach that centres TAPP values.
Trauma-informed service delivery means:
Engaging people with lived and living experience
Organisations that chose to partner with people who have lived or living experience of trauma are working to create more responsive and inclusive services. While this is an important step to becoming trauma-informed, it is important that these participants feel safe and are supported by everyone they engage with.
| Values to prioritise | Actions to consider |
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Toward a trauma-informed workforce
Becoming trauma-informed starts with being trauma-aware.
A trauma-informed approach embodies and enacts trauma-awareness into how we work. It shifts the focus from simply understanding trauma to taking active steps to reduce harm and promote healing at all levels of service. A trauma-informed practice means being intentional in how we support, communicate, and respond to service users, coworkers and ourselves.
