Why Trauma-Informed Support at Work Matters
This case study outlines how I worked with a client following a sudden near-death accident. It highlights the role that trauma-informed support plays not just in emotional recovery, but in helping employees feel safe and capable of returning to work.
It also outlines six practical actions for managers supporting an employee’s reintegration back to work after trauma.
The Incident- What Happened
The client, a professional in their mid-30s, came in for trauma counselling after a traumatic medical emergency. They experienced a near-fatal incident while travelling. It was a sudden and life-threatening event, and after receiving emergency medical care and returning home, they reached out for support. The client presented with shock, dissociation, memory loss, flashbacks, disrupted sleep, and a strong fear of it happening again.
Our work together
In this case, the trauma had a strong physiological basis, which shaped her emotional and somatic responses in the aftermath. We had five sessions over the course of five weeks.
Our work focused on:
Establishing immediate psychological safety and supporting nervous system regulation
Providing psychoeducation on the body’s trauma response, including how the brain encodes life-threatening experiences
Normalising symptoms such as hypervigilance, sleep disturbances, and flashbacks
To support the recovery process, I used evidence-based methods including:
Grounding and orienting techniques to help her manage moments of panic or dissociation
Resourcing, visualisation, and parts work to help her engage with fear in a tolerable, contained way
Rebuilding a sense of trust and personal agency
Exploring the impact on identity (“I almost died”) and helping her reconnect with a coherent sense of self
Rather than diving into the narrative too soon, we stayed close to the present moment, helping my client re-establish control and a sense of “here and now.”
The Return to Work Experience “I felt like crying – no one wanted to talk to me.”
My client returned to work initially two days a week. Her managers and colleagues were kind, but they didn’t really understand what happens to someone going through traumatic stress. They didn’t want to interfere, or they were unsure, scared, or simply didn’t know how to handle it—or what to say. Her experience was that no one wanted to talk to her, and she felt like crying. She cried for weeks at home.
Management gave her time and space but at times sent random emails. There was no real conversation. No one sat down with her. She was worried about losing her job. Due to memory loss, she couldn’t remember processes she’d learned the previous year. She felt she shouldn’t be in her position anymore.
Fortunately, her direct manager was very understanding and validating. They had some context and knew how to support her.
“By 2 p.m., my brain was fried”
By 2 p.m., her brain was fried, and she needed to go home. Her manager validated this, which was very helpful. My client reported that she often felt like isolating, avoiding talking or connecting, and her manager encouraged her to just come in for a coffee and see how she felt. And that made a big difference in supporting her return to work.
Eventually, a colleague who had also experienced traumatic stress reached out to her, and that connection made a difference. Over time, she was retrained in everything she’d learned the previous year. She is now fully reintegrated at work. She’s doing well, maintaining a healthy work–life balance, and continues to support herself through time in nature, healthy food, and mind–body healing practices.
What Are the Lessons Learned?
How can HR and managers support a kind, knowledgeable, and human reintegration into the workplace?
“You want to know that everything is safe around you.”
From my clinical experience and conversations with clients who experienced traumatic stress in corporate roles, here are the top immediate actions:
Assign tasks that are not time-sensitive—a brain in overwhelm can’t manage deadlines.
Know and play to their strengths—give tasks that help rebuild confidence.
Encourage a gentle return—invite them for coffee first, with no pressure to stay.
Schedule weekly check-ins to discuss workload, capacity, and adjustments.
Give control back—offer flexibility and remind them they can leave if needed.
Avoid unnecessary changes like switching managers (unless it’s for the better); consistency matters.
For organisations who more strategically want to support reintegration:
Designate a trauma support contact (a trained trauma task force member) for check-ins—like mental health first aiders. This group will need to be trained in foundations for trauma awareness.
After an incident, hold a team huddle to reduce awkwardness and support both the individual and team. For shared trauma, organise a professionally guided team activity to process the event.
Implement a peer buddy system—pair employees with trusted colleagues who’ve had similar experiences.
Create Competence: Train The Managers in trauma-informed foundations and leadership:
Educate managers about how trauma affects the brain so they can respond with understanding and effectively support employees returning to work.
Conclusion
Many people go through something but don’t talk about it. When an employee goes through a traumatic event—whether at work or outside it—the impact doesn’t stop when the event ends. As a trauma-informed coach and consultant, I’ve seen how organisations can either support recovery or unintentionally deepen distress, depending on how they respond.
At the end of the day, we’re all human. We care, and we want to help. When we support people to fully reintegrate, and equip our managers to feel competent, and really acknowledge what they’ve been through, it doesn’t just help them—it builds a culture where safety, kindness, and care are real.
Get In Touch
Get in touch to receive the trauma informed leadership training brochure
Email: wiebke@wiebkequeisser.com.au
Call: 0405 945 748
