World Mental Health Day is recognized every October to promote mental health education and advocacy worldwide. This year’s theme, “Mental Health in Emergencies and Catastrophes,” could not be timelier. Over the past decade, studies have shown that experiencing a traumatic event is a major risk factor for the onset of mental health challenges and substance-use conditions. Data show just how high this risk factor is today.

Since October 2023, KGA has experienced a 33% increase in requests for organizational support following a crisis. Within this same time, we have seen a 77% increase in requests for support following a workplace crisis (e.g., violence or accidents in the workplace) and a 300% increase in requests for support following a national or international crisis. These data demonstrate both an increase in frequency of these crises, as well as an increased need for support among employees

Even those of us not directly impacted by a global emergency can still experience psychological effects. Immediate and repeated access to livestream news and social media allow for constant notifications of catastrophes and the ability to see them in real time. Research has shown that repeated exposure to disaster-related material on social media can contribute to “vicarious traumatization,” a phenomenon whereby individuals experience harmful psychological effects of witnessing others’ trauma.  As employers and organizational leaders, it is important to recognize that our employees’ mental health is impacted by stressors near and far.

6 Guidelines for Best Supporting Employees in a Crisis

Earlier this year, the Substance Abuse and Mental Health Services Administration (SAMHSA), published Model Definitions for Behavioral Health Emergency, Crisis, and Crisis-Related Services. While these guidelines were designed to support individuals, many are useful for considering effective organizational support as well. 

1. Crisis Services Should Be Comprehensive, Integrated, Coordinated, and Developed Utilizing a Systems-Based Approach.

Crises occur in the context of our lives and daily stressors. They also occur in the context of other challenges facing an organization, such as staffing shortages, budgetary constraints, and workload demands. Compounding stressors can leave employees feeling as if they are stumbling from crisis to crisis, rarely having a moment to catch their breath. 

It is important that organizational leaders consult with each other and their trusted partners, such as their Employee Assistance Program (EAP), to understand when employees are in crisis and coordinate an appropriate response. Leaders need to communicate clear messages to their employees about what happened, what next steps to expect, and how to best care for their physical and emotional wellbeing. Additionally, managers and supervisors should provide regular check-ins with employees as they bridge the gap between the needs of the employees and the organization.

2. Crisis Services Should Be Person-Centered and Provide the Right Level of Care at the Right Time.

A person-centered approach focuses on individuals’ unique experiences or needs rather than applying a one-size-fits-all response. Offering differing levels of support that are available when and where individuals want provides employees with autonomy and control over their wellbeing. 

As an EAP, it is not unusual to receive requests for immediate onsite support following a critical incident. However, immediate support isn’t always the best support. Sometimes it is better to let people return home, get food, rest, and/or connect with loved ones. Managers should consult with their Employee Assistance Program to discuss the best response to each situation and direct employees who are struggling to appropriate support services.  

3. Crisis Services Should Be Trauma-Informed.

Trauma-informed care recognizes the signs and symptoms of trauma and the evidenced-based paths to recovery. A trauma-informed clinician integrates their knowledge about trauma into policies, procedures, and practices to avoid re-traumatization. Similarly, trauma-informed leadership prioritizes safety (both physical and psychological), transparency, and an acknowledgement of each employee’s lived experiences in relation to the crisis at hand. It shifts the focus from “what is wrong with you?” to “what happened to you?” To be clear, leaders should not become counselors. However, when leaders recognize the challenges at hand, they foster a more engaged workforce that views their employer as an integral partner in their wellbeing.

4. Crisis Services Should Focus on Resilience.

Resilience is the process of adapting in the face of adversity and trauma. Research shows there are several psychosocial factors that help promote resilience following a crisis:

• Cognitive Flexibility: The ability to reframe our thoughts about a traumatic event to include finding meaning and growth, while acknowledging the stress.
• Self-compassion: Creating positive statements about oneself and building positive expectations for the future.
• Mindfulness: Staying grounded in the present without judgment.
• Social Support: Establishing and nurturing connections with others.

Any response to a crisis needs to encourage and reinforce these resiliency-building factors. One highly effective and low-cost approach is through the use of Peer Support Providers. Peer support providers bring their own lived experiences of overcoming adverse events in addition to specialized training in providing psychological first aid and resource referrals to their colleagues.  They can also serve as a model of optimism and self-compassion while building social connections.

5. Crisis Services Should Prioritize Quality and Effectiveness.

Any service that provides crisis support should be trained in psychological first aid and trauma-informed care. They should know your organization, including its culture, structure, and history of previous critical events. 

Well-trained clinicians will not only offer crisis recovery but build trust in mental health services. With this trust, individuals are more likely to seek out support when they need it. This can prevent more crises from happening and provide a path forward through the unexpected. Quality services will also have a strategy around connecting individuals to long-term care, if needed, and a follow-up plan to ensure the organization is properly recovering. 

6. Crisis Services Should Provide Continuity of Care from Onset of Crisis Until Stability and Include Follow-Up Care and Linkage.

It is important for organizational leaders to respond to a crisis in a timely manner, but it is also important to recognize that the impact of a crisis doesn’t end when the emergency is over. Employees need low-barrier access to additional support and resources when and if they need them. This does not always mean access to counseling, but also to practical support such as housing, caregiving support, financial and legal resources.

Crisis events are unavoidable and unpredictable. Organizationally, there should be a plan that addresses how a workplace will support its employees, be it a global catastrophe, local emergency or workplace crisis. Every plan should recognize the importance of addressing both the physical safety AND mental health needs associated with every traumatic event. 

References:

Baird, K., & Kracen, A. C. (2006). Vicarious traumatization and secondary traumatic stress: A research synthesis. Counselling Psychology Quarterly, 19(2), 181–188. https://doi.org/10.1080/09515070600811899

Li K, Li J, Li Y. The effects of social media usage on vicarious traumatization and the mediation role of recommendation systems usage and peer communication in China after the aircraft flight accident. Eur J Psychotraumatol. 2024;15(1):2337509. doi: 10.1080/20008066.2024.2337509. Epub 2024 Apr 16. PMID: 38626195; PMCID: PMC11022913.

Manning, Katherine. We Need Trauma-Informed Workplaces. Harvard Business Review, March 31, 2022.

Manderscheid, R. W. (2009). Trauma-Informed Leadership. International Journal of Mental Health, 38(1), 78–86. https://doi.org/10.2753/IMH0020-7411380107

Nugent NR, Sumner JA, Amstadter AB. Resilience after trauma: from surviving to thriving. Eur J Psychotraumatol. 2014 Oct 1;5. doi: 10.3402/ejpt.v5.25339. PMID: 25317260; PMCID: PMC4185140.

Patil R, Raheja D, Nair L, Deshpande A, Mittal A. The Power of Psychological Safety: Investigating its Impact on Team Learning, Team Efficacy, and Team Productivity . Open Psychol J, 2023; 16: e187435012307090. http://dx.doi.org/10.2174/18743501-v16-230727-2023-36

Substance Abuse and Mental Health Services Administration: Model Definitions for Behavioral Health Emergency, Crisis, and Crisis-Related Services. HHS Publication No. SMA XX–xxxx [or PEPXX-XX-XXXXX]: Substance Abuse and Mental Health Services Administration, 2025.

World Health Organization Fact Sheets: Post-traumatic Stress Disorder, May 27. 2024 https://www.who.int/news-room/fact-sheets/detail/post-traumatic-stress-disorder

World Federation for Mental Health, World Mental Health Day 2025 Toolkit, https://wmhdofficial.com/