The Silent Scars of Work: How Leadership and HR Neglect Create PTSD among Employees.
The issue of PTSD among employees is a pressing concern that often flies under the radar in corporate training and wellness programs. Why is this vital topic overlooked? According to an insightful article on the Asbill Law Group website, one of the top reasons employees are let go is due to poor work performance. In many cases, this stems not from a lack of ability but from job expectations that aren’t clearly communicated or supported.
Imagine this: there are employees who once shone brightly in their roles but have seen their performance decline over time due to toxic workplace environments, including harassment, discrimination, or bias from leadership. When individuals feel targeted or undervalued, it’s no surprise that their productivity suffers. Unfortunately, many companies tend to focus solely on the output—emphasizing numbers over the human experiences behind them.
Rather than investigating why team members are disengaging or leaving, some organizations take a more dismissive approach, suggesting that unhappy employees should “seek employment elsewhere.” This perspective not only misses the opportunity to implement a healthier work environment but also neglects the crucial issue of mental health and well-being. It’s time for businesses to embrace a more holistic view, one that recognizes the impact of workplace culture on employee performance and mental health.
When an employee begins to exhibit signs of PTSD in the workplace, it is crucial for employers to approach the situation with care and support. Workplace trauma can arise from situations such as being inaccurately accused of wrongdoing, which may lead to an investigation by Human Resources. This process can create a sense of anxiety for the employee, who may worry about their job security for weeks.
Additionally, when employees present new ideas, they might encounter resistance, which can discourage them from fully engaging in their roles. As a result, some employees may choose to limit their interactions, focusing solely on completing their tasks and going home.
In another scenario, a Supervisor might ask an employee to limit phone use during work hours and adhere to uniform standards. This could be a departure from their previous experiences with supervisors who provided little direction. If the employee perceives this feedback as unfair and reports the Supervisor to Human Resources, it is vital for HR to clarify that the Supervisor’s requests are job-related.
Instead of reprimanding the Supervisor, HR can support a constructive dialogue that reinforces leadership expectations and fosters a positive work environment. This approach can empower the Supervisor to confidently fulfill their role while providing the necessary guidance to their team.
Recognizing the signs of Workplace PTSD can be essential in understanding and supporting those who may be struggling.
Socially, individuals might find themselves limiting their interactions with coworkers, opting for a more professional demeanor rather than engaging in friendship or camaraderie. This shift can be difficult, as they often used to enjoy connecting with others.
Behaviorally, noticeable changes can arise. Activities that once brought joy or collaboration may now feel overwhelming. You might observe someone who used to participate in group discussions or share their ideas with enthusiasm now choosing to work alone instead. Their reluctance to join workplace functions or engage with leadership and Human Resources can be a sign that they are facing inner struggles.
Emotionally, these individuals may be reserved, often keeping thoughts and feelings to themselves. The light-hearted banter that once came easily may no longer hold the same appeal for them. Certain people or situations might evoke strong negative reactions or discomfort, and it’s important to recognize that their experiences have understandably fostered a sense of distrust towards the workplace. Creating a supportive and understanding environment can make a significant difference in their journey toward healing.
To wrap up our discussion, I’d like to revisit the important issue of PTSD among employees. It’s disheartening to see that this critical topic is often overlooked. One key reason for this neglect is a lack of accountability. Many organizations struggle to confront the difficult realities of a toxic workplace culture that may have persisted for years. Sadly, it seems that some leaders and Human Resources teams do not prioritize the necessary training or programs to tackle these significant issues.
I personally witnessed a colleague endure harassment and discriminatory behavior for three long years, despite submitting numerous reports with supporting emails and documents about the unethical actions of a manager. It wasn’t until this person decided to leave that they finally received a belated acknowledgment from Human Resources and leadership, who expressed their regret about the experience. However, I can’t help but wonder—does such an apology truly offer any solace to the employee?
What are your thoughts on the presence of PTSD among employees in the workplace? I believe it’s essential to open up this conversation and explore how we can foster a healthier, more supportive environment for everyone.