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Staff Wellbeing After Incidents

A guide for staff and team leaders on looking after wellbeing after difficult or distressing incidents, covering common reactions, self-care, team support and when to seek more help.

Preview of the first page of Staff Wellbeing After Incidents
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Client group
Support workers, team leaders and practitioners after difficult incidents.
Practice setting
Disability, behaviour support and community services.
Format
Practitioner and facilitator guides, Psychoeducation handouts
Details
A4 PDF, printable
Pages
2
Editable version
Word (.docx), for Plus members
Demographics
Practitioners
Age groups
Practitioners and teams
Access
Plus members
Resource code
PP-PBS-026
Version
1.0

Higher-risk topic: use this resource only within your training, supervision and organisational procedures.

About this resource

Difficult incidents can affect staff for days or longer. This guide describes common reactions, practical self-care, how team leaders can support staff, and when to seek more help, such as employee assistance programs or a GP. It supports a culture where looking after staff is part of good practice.

Purpose

To support staff to recover well after difficult incidents and know when to seek help.

Who it is for

Primary profession: Positive behaviour support practitioners. Also relevant for disability support workers, NDIS providers and support coordinators, allied health and multidisciplinary teams.

Client or participant group: Support workers, team leaders and practitioners after difficult incidents.

Practice setting: Disability, behaviour support and community services.

Suggested uses

  • After incidents
  • Team leader training
  • Supervision
  • Staff induction

Instructions for practitioners

  1. Check in with staff after incidents, and again a few days later.
  2. Offer employee assistance or other supports.
  3. Normalise reactions without pressuring people to talk.
  4. Notice staff who may need more help.

Accessibility considerations

Share in different formats. Offer private conversations.

Scope and limitations

General information. It does not replace employee assistance programs, medical care or work health and safety obligations.

Higher-risk topic: use only within your training, supervision and organisational procedures.

Research basis

Repeated exposure to others' trauma can affect practitioners, and organisational support and reflective practice help. Burnout reflects mismatches between people and their work demands, and is addressed through both organisational and individual strategies.

  • Maslach, C., & Leiter, M. P. (2016). Understanding the burnout experience: recent research and its implications for psychiatry. World Psychiatry, 15(2), 103–111. https://doi.org/10.1002/wps.20311
  • Pearlman, L. A., & Saakvitne, K. W. (1995). Trauma and the therapist: Countertransference and vicarious traumatization in psychotherapy with incest survivors. W. W. Norton.

What is included

A 2-page printable A4 PDF, including a practitioner notes page with the research basis (version 1.0).

Originality

Original Practitioner Plus content: wording, activity structure, layout and icons were created for this resource. No third-party worksheets, illustrations or text were reproduced.

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