Return to Work After Traumatic Stress- A Case Study
Introduction
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
The client, a professional in their mid 30’s came in for trauma counselling after a traumatic medical emergency. They experienced 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 represented with shock, dissociation and 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 their 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 the client manage moments of panic or dissociation
Resourcing, visualisation, and parts work to help them 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 them to reconnect with a coherent sense of self
Rather than diving into the narrative too soon, we stayed close to the present moment, helping the client re-establish control and a sense of “here and now.”
The Return to Work Experience
My client initially returned to work two days a week.
While their managers and colleagues were kind, they didn’t fully understand what someone experiencing traumatic stress might be going through. Many didn’t want to interfere, or felt unsure, afraid, or simply didn’t know what to say or how to respond. My client’s experience was that no one really spoke to them—and they spent weeks crying at home.
Management gave them time and space, but communication was inconsistent. Occasionally, they received random emails, but there were no real conversations. No one sat down with them.
“You want to know that everything is safe around you.”
The most important need for my client was to feel safe. For their nervous system to settle and for them to function, they needed consistency and clarity—knowing exactly where to go, who to reach out to, and who would be there to support them. Ideally, this would be communicated in a single, clear email that was easy to process. This is a simple, small action that can have a huge impact on the individual. It wasn’t part of the support provided in this case.
They were worried about losing their job. Due to memory loss, they couldn’t recall processes they had learned the year before, and felt they no longer belonged in their role.
Fortunately, their direct manager was very understanding and validating. They had some context and knew how to offer meaningful support, which helped create a sense of safety.
By the afternoon, they were often mentally exhausted and needed to go home. Their manager acknowledged this, which was incredibly helpful. When my client felt the urge to isolate and avoid contact, their manager encouraged them to just “come in for a coffee and see how you feel.” That simple gesture made a big difference in supporting their return to work.
Eventually, a colleague who had also experienced traumatic stress reached out, and that connection also proved supportive.
Over time, my client was retrained in all the processes they had previously learned. They are now fully reintegrated at work, maintaining a healthy work–life balance, and continuing to support their wellbeing through time in nature, nourishing food, and mind–body healing practices.
What are the Lessons Learned?
How can HR and Managers support a kind knowledgable, and human reintegration into the work place:
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 re-integration:
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
Supporting People Managers:
Educate managers about how trauma affects the brain, how to support so they can respond with understanding and effectively help their 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. It is important for organisations to have a plan in place to proactively identify and manage risks to their people.
So why does this work matter?
Supporting employees to re-engage with work after a traumatic event not only promotes individual well-being, but also reduces broader societal and economic costs associated with prolonged absence or disengagement. By fostering sustainable work practices and a psychologically safe environment, organisations can help employees return to productivity more quickly — improving retention and preserving valuable talent.
Get In Touch
Get in touch to find out how a trauma-informed lense can help you and your employees.
Email: wiebke@wiebkequeisser.com.au
Call: 0405 945 748
