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Emotional resilience for major incidents: Lessons from the real-world

A crisis that threatens emotional resilience can be a large-scale event – such as a natural or man-made disaster, the act of terror, and of course a pandemic – or a less widespread event in an organization such as serious accidents, violence, and suicide. There is consensus amongst professional bodies and clinicians regarding best practices for creating emotional resilience for such events in the workplace. What is less well understood, is how this translates to real-world implementation.

The need to understand

Poor mental health costs UK employers £45 billion annually and, on average, causes 5. 8days annual sickness absence per employee. Presenteeism costs three times more than sick leave.

The impact of a major incident on individuals can be immense. Even when an affected employee has access to professional services, as many as 80 percent don’t seek support and it’s often the people that most need the help that find it hardest to access it.

To create resilient workplaces, managers need the skills and confidence to recognise the range of crisis reactions, offer informal social support, and signpost employees to additional support when necessary. 69% of UK line managers say that supporting employee wellbeing is a core skill, but only 13% have received training in this.

The ripple of a major incident extends into the fabric of our society. The link between psychological trauma and family breakdown, drug and alcohol abuse, homelessness, violence, suicide, poor physical health, and crime is well established.

Why this matters even more now

It goes without saying that Covid severely tested emotional resilience on a wide scale. Mental health is perceived to be more important than ever so it’s a timely opportunity to reflect on the realities. Many organisations, and end-users, are scrutinising how they tackle this subject and requiring more efficiency and effectiveness and fewer challenges and waste. Many are reviewing what they do not only in the face of such demand but also because some are suspecting their strategies are missing “something.”

What we have done

In collaboration with Resilience first, we have produced a whitepaper with the aim to discover:

 The key ingredients to successful guidance implementation

 The merits of taking a bottom up / top down approach
 The common pain points and pitfalls and how they can be overcome
 Potentially hidden issues that impact on organisations’ ability and/or willingness to
act on the guidance

To read the PDF version of the whitepaper, please follow the following link.

For more information, you can check out the information resources section of our website.

 

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