A new white paper from Nottingham Business School, part of Nottingham Trent University, sets out practical guidance for employers on how to recognise, understand and respond to trauma in the workplace.
The publication comes against a backdrop of growing awareness of trauma across the UK workforce. Recent national figures show that more than 8.5 million adults in England and Wales are survivors of childhood abuse, highlighting the scale of trauma-related experiences that employers may already be managing within their organisations.
Titled Managing Trauma in the Workplace: Strategies for Wellbeing and Organisational Resilience, the white paper brings together academic research, survivor perspectives and evidence-based recommendations aimed at HR professionals and line managers. Its focus is on helping organisations create psychologically safe working environments where employees are better supported.
The paper is informed by research from the Centre for People, Work and Organisational Practice at Nottingham Business School, including studies examining how trauma affects employee wellbeing, performance, disclosure decisions and workplace relationships.
Understanding Trauma and Its impact At Work
The white paper positions trauma not as an individual issue but as an organisational consideration that requires structured and consistent responses. It sets out what trauma is and explains how it can affect cognitive, emotional and interpersonal functioning at work. The paper also highlights how stigma and misunderstanding continue to act as barriers, preventing employees from seeking support or disclosing their experiences.
Key challenges faced by trauma survivors include persistent stereotypes, limited psychological safety, low managerial confidence and fears around disclosure. Rather than treating trauma as a separate initiative, the paper argues for its integration within existing workplace approaches and cultures.
Alongside this analysis, the white paper outlines practical actions for employers. These include embedding trauma awareness within broader strategies, creating confidential and survivor-led routes for disclosure and strengthening line-management capability so responses are consistent and compassionate.
It also notes the value of whole-organisation approaches to adjustments, communication and performance management and the role of supportive environments such as peer networks, psychological first aiders and quiet spaces.
Employer Responsibilities and Future Challenges
A free accompanying toolkit has been published alongside the white paper to support implementation. This includes a manager’s checklist, conversation guides and examples of trauma-informed practice designed to help organisations translate guidance into day-to-day action.
Dr Stefanos Nachmias, lead author of the white paper and Associate Professor in Leadership and Management Development at Nottingham Business School, said, “There is an urgent need for workplaces to recognise trauma as an organisational responsibility, not just a personal issue.
“Trauma affects how people think, feel and work. Many employees fear stigma or re-traumatisation if they speak up. Employers have a critical role to play in creating safe, trusting environments where people can recover, contribute and thrive.”
The paper also explores emerging challenges for employers, including hybrid working, rapid technological change and rising social and economic uncertainty, warning that these factors may increase the prevalence and visibility of trauma across the workforce.
Associate Professor Maranda Ridgway, co-author of the report and co-chair of the Centre for People, Work and Organisational Practice, said, “People experience trauma differently. Identity, power and context shape risk and recovery at work. If we want fair practice, we need to listen to survivors and design support that is flexible, not one size. In other words, psychological safety that lets people speak, heal and contribute without penalty.”