Most workplaces tend to be all over safeguarding their people from physical hazards these days – wet floors, wobbly chairs, massive pieces of machinery that can grind you to a pulp.

But what about the more stealthy, psychosocial hazards? The ones that are like invisible banana peels in your workplace? In this instance, we’re talking hazards like vicarious trauma – the second-hand stress that employees absorb when dealing with others’ trauma. It’s as real as a stray power cord and can be just as dangerous (perhaps minus the dramatic trip-and-fall).

A recent report by Amy Nicholas, called “Mitigating Vicarious Trauma: Adopting an Occupational Safety Approach” (2025) provides excellent insights into the topic of vicarious trauma and it’s implications in, and for, the workplace. Nicholas notes “The impact of secondary traumatic stress is often considered solely at a personal and individual level”, going on to clarify that what happens in the workplace can play a large part in the development of trauma (page 21).

Here at Head Strong we’ve seen that play out first hand. We’ve occasionally seen employers treat these reactions with the “toughen up” approach – which is about as effective as telling someone with a broken leg to walk it off. We still often see it treated as something that’s “just part of the job”. But in case you’re not picking up what we’re putting down, let’s say it straight: vicarious trauma is a psychosocial hazard, and workplaces must manage the risk of harm that it can cause. It’s not a personal weakness (as Nicholas says on page 21). And it deserves the same attention as that dodgy-looking kettle in the staff kitchen that’s been giving off sparks.

What is vicarious trauma?

Imagine you’re an employee listening to harrowing stories from a client or reviewing distressing case files. You haven’t experienced the trauma directly, but you’re carrying a bit of it now. That’s vicarious trauma in a nutshell.

Over time, this invisible hazard can lead to anxiety, burnout, and the feeling that one more sad story will make you scream into a pillow. It’s the cumulative wear and tear on the heart and mind.

Why addressing vicarious trauma benefits everyone (including your ROI)

Aside from, you know, basic human decency and duty of care, tackling vicarious trauma makes good business sense. Stressed, frazzled employees aren’t exactly peak performers – productivity drops, mistakes rise, sick leave skyrockets (“mental health day” isn’t always code for a day at the beach – sometimes Bob or Kim really can’t face another distressed customer call without a break).

Organisations that take this seriously see real results. We’re talking lower turnover (funnily enough, folks stick around when they’re not secretly Googling “less stressful jobs in Tasmania”), higher engagement, better client service, and even fewer workers’ comp claims. Nicholas states that workers’ compensation claims involving trauma have a median 28 weeks off work, with each such claim costing over $56,000 on average in compensation payouts. That’s a huge impact on staff and the bottom line (page 22).

Addressing this head-on will earn you the reputation as an employer who “gets it.” In the scramble for talent, being known for valuing mental health and wellbeing is a respected differentiator. Think of it as a hard hat for the mind – a visible commitment that says, “We’ve got you.”

From Lip Service to Action – Mitigating Vicarious Trauma

Alright, so how do we do this? Put simply: treat vicarious trauma the same way you manage physical safety risks. Here’s our jocular-yet-useful blueprint:

Spot the Hazards: First, figure out where the “trauma spillage” is happening. Which roles face tough stories or images regularly? Is it the frontline counsellor? The HR person handling sensitive employee reports? Even the accounts team reading accident claims can be affected. Map it out. Do a risk assessment as you would for, say, forklifts – except this time it’s for emotional loads. Yes, this is once again what we now call a psychosocial risk assessment (and we can help with that).

Engineer Some Solutions: Can you eliminate the exposure? Sometimes, yes. What’s often more likely is reducing the exposure. For example, rotate employees through high-stress roles so no one’s staring into the abyss every single day. or use simple tech fixes like content filters that blur graphic images unless clicked. One organization cited by Nicholas was able to introduce software that removed duplicate content, reducing unnecessary exposure by approximately 30% (page 76). You can also reduce the risk that exposure will cause harm by building in debriefs and downtime: after Sue in Support hears a distressing client story, give her a chance to pause, process, maybe grab a calming cuppa. It’s the mental equivalent of a breather after lifting heavy boxes. Also, think about work environment tweaks – for example, set up a quiet “recharge room” (I’m thinking bean bags but we all know they are only comfortable until you have to actually get out of them) 

Set the Ground Rules (Policies!): Develop policies that make “taking care of your psyche” part of the job. Encourage (or mandate) taking breaks. Normalise saying, “Hey, this case is rough – I’m tapping out for a bit.” Make it clear that it’s not only OK to seek support – it’s expected. Build team rituals: maybe a quick huddle at shift-end to vent (“decompress,” in polite HR language) in a safe way. Consider the benefits of emerging best practice models such as Low-Impact Debriefing (pages 92, 133), which is fancy talk for sharing the load without spreading the gore. It is basically the difference between saying “the details are awful” vs. “let me graphically describe the awful in as much detail as possible”. The former helps; the latter… not so much.

Equip Your People (Training & Support): Offer workplace training on stress management techniques – mindfulness, breathing exercises, even how to recognise “I’ve had one story too many” signals in themselves. Think of it as giving them psychological PPE. If Ali from Finance gets earplugs for the factory floor, why not give Lydia from Legal a toolkit for grounding herself after reading traumatic testimony? Leadership development can also help managers recognise the signs of vicarious trauma and respond appropriately within their teams. And ensure professional support is there: an Employee Assistance Program (EAP) or on-call counsellor who understands vicarious trauma. (Hot tip: not all EAPs are created equal – think about how to select one that speaks fluent “trauma-exposed workplace.” The Employee Assistance Professional Association of Australasia has a good fact sheet that can help with this).

Foster a We’re-In-It-Together Culture: Perhaps the most powerful antidote is a supportive team culture. Encourage humour and camaraderie (cautiously – probably skip the “my trauma’s bigger than yours” or “let’s see just how black our humour can get” contests). Embed a structured and coordinated peer support program (we can help with that too!). Celebrate employees who proactively manage their wellbeing, rather than muttering “Aisha’s slacking off” when she takes a 10-minute head-clearing walk. When the big boss openly shares, “I felt pretty affected by XYZ case and talked to a counsellor,” it normalises the heck out of getting help. Make “mental safety first” a company motto just like physical safety, which can be supported by completing Mental Health First Aid training. (We’ve yet to see “Days Since Last Emotional Breakdown” on a ticker, but hey, never say never.)