It is more important now than ever to understand what trauma-informed HR means in today’s world. According to NSW Health, an estimated 57% to 75% of Australians will experience a potentially traumatic event in their lifetime; most of which will happen in people’s personal lives. Employees with pre-existing traumas may carry their traumatic experiences into the workplace. Trauma can also happen in workplace. According to the Australian Human Rights Commission, 1 in 3 Australians have experienced sexual harassment at work in the past five years. 1 in 10 Australians have been subjected to harassment or bullying in their workplace in 2022.
When handling workplace grievances and conflict, HR leaders will benefit by embedding a trauma informed approach to workplace investigations and ensuring that the process is truly designed for conflict resolution and does not cause additional harm along the way.
What is a trauma-informed approach to workplace investigations?
In contrast to conventional practices in workplace investigations that focus on procedural fairness, a trauma-informed approach goes a step further by proactively identifying and implementing preventive measures to reduce the risk of any harm and build trust and confidence in the process for everyone involved.
An organisation’s sexual harassment grievance handling procedure, for instance, could retraumatize employees with past sexual assault experiences or those reporting workplace sexual harassment if the investigation processes demand them to recount their experiences to multiple individuals before they are ready. Taking a trauma-informed approach should create an investigation process that ensures the complainant feels protected, supported, and safe. This might involve arranging for a special work-from-home setup during the investigation, allowing the presentation of evidence through a phone or video call, or minimising the Complainant’s contact with the alleged offender to reduce the risk of re-traumatization.
Specific Step to implement a trauma-informed approach in workplace investigations
To implement trauma-informed HR practices, HR must initially consider what the person involved in this workplace investigation needs and provide any specific adjustments. As previously mentioned, a sexual harassment complainant may need a remote working arrangement, while victims of bullying may have distinct needs and requirements. HR should identify and implement preventative measures to reduce the risk of re-traumatisation.
HR’s role is to ensure that a robust plus fair and equitable process is followed. Fairness and equity in this context means recognising each person has different characteristics and circumstances and may make different adjustments to reach a fair outcome at the end. Trauma-informed HR means understanding people’s needs and any adjustments required. Equality does not necessarily mean applying exactly the same process to every person. To enhance procedural fairness, the investigator must remain impartial and independent in the whole process, and always give the respondent a chance to respond to the allegations.
Workplace investigations can be emotionally draining for employees. To minimise the negative impacts on employees, there are special measures that HR and investigators can implement to provide assistance. For example, parties can invite a support person to accompany them during the investigation. On-site Employee Assistance Programs (EAP), counsellors, psychologists, or interpreters are also options that can contribute to a more human friendly investigation depending on the needs of the individual(s).
A-HA Tips
A-HA are proud to help organisations to create human friendly workplaces and conduct trauma-informed workplace investigation. Based on our experience our top recommendations for conducting a human-centred investigation are:
Firstly, employers and HR professionals should be aware of a trauma-informed approach in workplace investigations and what modifications may be required in certain circumstances. If you require professional assistance, consider involving professional psychologists, counsellors, or people with lived experience to help create a workplace investigation process that maximizes recovery and minimizes re-traumatization. If you don’t have the capabilities internally to manage this process strongly consider bringing in specialised HR practitioners to lead complex matters and minimise the risk of derailing the resolution of the issues through a process that is not fit for purpose.
Secondly, ask the employees what assistance they need without making assumptions. Trauma-informed HR practice is about providing the adjustments the individual employee requires, not what we think they need. Instead of making assumptions, HR should seek advice from individuals with lived experience or professionals who have experience dealing with these specific workplace investigations. Actively involve the employee in the decision making process so they do not feel further isolated or excluded by these decisions and discussions.
Thirdly, according to respect@work, best practice is ensuring that the environment, style and delivery of the investigation is integral as the issues discussed are highly sensitive. You can do this by being mindful of:
Tone
The tone of discussions involving sensitive matters or traumatic experiences can often be quite daunting. A respectful conversation consists of making another person comfortable. Building rapport is key to ensuring that trauma is reduced during an investigation. Tone is also reflected in the way one conducts themselves. Interviewers must first be aware of any biases, issues or experience that impact the way that they view a situation. Being neutral as an interviewer is integral; because this will ensure that the process is as fair and as helpful to the person facing any type of grievance. By being careful with words and expression throughout the interview a more positive experience can be maintained.
Environment
Creating a safe space for the person affected is integral to ensuring that the interviewee feels like they actually gained a sense of support during the interview. It also ensures they don’t leave the interview feeling anxious or concerned about the consequences of participating. Ensure that the space which the interview is conducted in is comfortable and quiet. This may include meeting them in a separate physical space or allowing them to do an interview remotely. Provide small things that they may require like pen and paper to fidget with. Or tissues. Allow the interviewee to sit where they would like as they should feel optimal comfort. Always offer the opportunity to bring a support person or anything else that will help them get through the interview with ease, or if you are really concerned even arrange a professional support person to be available on site for the duration of the interview in case their help is needed.
Empathy
The best way to truly support any individual facing an investigation is to maintain a consistently empathetic approach to all aspects of the process. When communicating, the appropriate language must be used at all times. The types of questions also need to be well thought out. They cannot invoke or imply that they are looking for a response. They need to also be followed up with other questions for clarity to avoid any assumptions or bias which may be demonstrated by the interviewer. When concluding an interview, don’t just leave an interviewee wondering what they can do in the meantime. Suggest and direct them to available resources such as an employee assistance program. You can also suggest self-care related activities and encourage them to do what they love during a trying time.
Last but not least, do not prioritise speed and risk mitigation. Instead, pay more attention to a people centred and positive outcome that is the first step in repairing damaged workplace relationships and culture. Take it slowly and ensure that employees feel comfortable and therefore confident with the process, and that each step and milestone are articulated and complied with to ensure trust and reliability in what to expect. Delays, lack of transparency, and lack of communication will all erode any confidence that people have in the process and its validity and fairness.
A-HA advocates for taking trauma-informed HR and have decades of deep expertise in conducting fair, human friendly, robust workplace investigations. If you are unsure about how to handle a complex situation talk to us about how we can help. We will work with you to ensure that conflicts are resolved and you can focus on rebuilding a positive, respectful workplace culture.
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