The document discusses making organizations more trauma-informed by recognizing how trauma impacts employees, avoiding re-traumatization, and fully integrating knowledge about trauma. It proposes training mental health first aiders, appointing wellbeing champions, gathering feedback, and collaborating with clinical psychologists to provide interventions and support for staff. Taking these steps could help organizations better understand and meet employee needs, with the goal of becoming a psychologically safe and healthy place to work.

1. Health and
Wellbeing –
a Psychological
Approach to
Wellness – For
Discussion

2. What?
For over a year, employers have been dealing with the huge challenges presented by
COVID-19. While employee wellbeing was already steadily rising up the corporate
agenda, the last 12 months have really thrust it centre stage (CIPD 2021, Health and
Wellbeing at Work).
• The pandemic has brough to sharp focus the psychological, social and physical
needs of our workforce.
• Most of the work accomplished during the pandemic was as direct result of trying
to meet the needs of staff across the Trust.
• Some was carefully considered and hit the spot whilst others, whether as direct
result of an immediate need or an issue that had bubbled up in a team we tried to
meet that need.
• During this period, it became clear that the most specialist advice and support was
sort and therefore a more psychological informed approach was needed.

3. • Stress affects individuals and families not only at home, but also at work.
• The coronavirus pandemic has been toxically stressful or traumatic for
everyone to some degree.
• Lets consider toxic stress and trauma, their effects on staff and job seekers,
and compile a selection of organisational strategies and practices to
advance trauma-informed approaches in employee management.
• Given the universal human stress test of 2020, 2021 and 2022?, there is a
window of opportunity to bring these concepts and approaches to the fore
in workplace and the broader workforce system.
And…

4. Severe to recurrent depression and anxiety disorders, complex trauma, psychosis,
previous treatment has not ben successful.
Interventions: specialist MDT interventions, medications, in and out of patient care,
community-based interventions.
Moderate to severe depression and/or anxiety , panic disorder, PTSD, OCD,
health anxiety.
Interventions: CBT, EMDR, counselling, group work
Symptoms of anxiety and/or low mood
Interventions: medications, advice, counselling, CBT,
psychoeducation, self-help
Minimal symptoms of anxiety and/or low mood, at risk
of burnout and compassion fatigue, risk of going off
sick, bereavement, stress, team process issues
EAP, self-help, brief counselling, CBT, ODI interventions:
individual or team based, Clinical Psychologist support,
Coaching, Leadership Development, Listening Line,
Bespoke teaching and training, Schwartz Rounds
Sleep hygiene, diet, hobbies/interests, soothing
activities, spiritual/religious support,
family/friends/colleagues, drop-ins, 1:1’s mindful
bitesize and compassion focus sessions,
mindfulness, ACT, meditation, prayer
CMHT AND OTHER SPECIALIST SERVICES
IAPT
PRIMARY CARE – GP’S
EAP, ODI, CLINICAL PSYCHOLOGY,
LEEDS MENTAL WELLBEING
SERVICE
SELF-CARE + MHFA +
WELLBEING CHAMPIONS
LCH Staff Wellbeing Care and Support
And….

5. Interface of Psychological Support
Supervising teams, critical
incidents, impact on
individuals and teams.
Psychological first aid,
formulations of
interventions for teams etc
Clinical Psychology
Use of change
methodologies in
order to improve
patient outcomes.
Teams and
Individuals
QI/Redesign
Facilitating change
through holistic and
humanistic
approaches; Exec,
Board, Teams and
Individuals
OD
Behavioral
Science
Use of data,
tools. models
and theories
Emergent
ways of
working
Context
And…

6. What if….
• Our organisation was a
psychologically safe and healthy
place to work
• We had a goal to be a trauma
informed organisation
• Colleagues felt able to access all
health and wellbeing
interventions easily and without
fuss
• Our data suggest that burnout,
stress and general wellbeing is
comparable with other NHS
Trusts or lower
• Our absence management
systems and processes supported
colleagues to stay at work longer
and return earlier when absence
does occur
• We regularly reported on health
and wellbeing in a transparent
accurate and meaningful way
• We embed the necessary
knowledge, understanding and
skills in our organisation in order
to achieve our health and
wellbeing workforce strategic
objectives

7. What if…
A programme, organisation or system that is trauma informed realises the widespread
impact of trauma stress and adversity and understands potential paths for healing and
recovery. Recognises the signs and symptoms of trauma in staff, clients, and all others
involved in the system. Actively resists re-traumatisation (committed to being trauma
reducing instead of trauma inducing). Responds by fully and meaningfully integrating,
embedding, and infusing knowledge about trauma into policies, procedures, language,
culture, practices, and settings.
(SAMHSA, 2014 – Adapted by Dr Karen Treisman)

8. Definition and Types of Trauma
“Individual trauma results from an event, series of events, or set of
circumstances that is experienced by an individual as physically or
emotionally harmful or life threatening and that has lasting adverse
effects on the individual’s functioning and mental, physical, social,
emotional, or spiritual well-being”.
• Trauma results from a variety of sources, including adverse
childhood experiences, race-related or racial trauma, and
secondary or vicarious trauma.
• There are other toxically stressful and traumatic experiences
that can affect an individual: natural disasters, serious
accidents, terrorist acts, and war and combat.
• Living in poverty and the constant state of deprivation is also
a traumatic experience.

9. What Does It Mean to Be “Trauma-Informed”?
Evidence from the U.S. uses a four Rs
mnemonic:
• Realise the widespread impact of trauma and understand potential
paths for recovery;
• Recognise the signs and symptoms of trauma in clients, families, staff,
and others involved with the system;
• Respond by fully integrating knowledge about trauma into policies,
procedures, and practices; and
• Actively resist re-traumatisation

10. So What?
A network/Coalition of support
Mental Health First Aiders
• Teaches people how to identify, understand and help someone who may
be experiencing a mental health issue. Currently 31 people registered to do
the training 7 Completed to date.
Health and Wellbeing champions
• Health and Wellbeing Champions are individuals who work at all levels of
the NHS, from all demographics and roles, who will promote, identify and
signpost their colleagues to local and national health and wellbeing
support offers. Launching in April
Feedback and Support
• The gathering of data both anecdotal and through contact forms will be
vital to assess and adjust local need.
• Support through supervision and peer supervision as well as CPD will also
be key

11. Summary
• Consideration and scoping of what it means to be a Trauma Informed Organisation
– this links to Dr Penny Netherwoods work in the city and a strong advocate to
support this work for staff.
Trauma is identified as one of 3 key priorities within the recently refreshed Future
in Mind: Leeds strategy (2021-26), as requiring a real focus, as signed off by the
Health and Wellbeing Board, (April, 2021).
• Supporting and partnering with Clinical Psychologist Colleagues together with a
clear plan of interventions, data gathering and future planning.
• Using the skill; knowledge, connections and passion of colleagues trained and
working in services on Mental Health and related staff wellbeing provides a safety
net.
• Accessing and gathering critical data from trained staff enabling us to understand,
design appropriate interventions, and support staff in a more targeted way.
• Having a cohesive plan that links in system developments in Leeds, regionally and
nationally where appropriate that adjusts to need.