Building a Trauma-Informed Workplace (Part 1 of 6)

Organizational Development
Written By IHS Staff

From Burnout to Belonging

Reading time: 5 to 7 minutes

Man in front of laptop holding glasses in right hand rubbing eyes with left

The Case for Change

The truth is undeniable: our workforce is under strain. Over the past several months, many of you have candidly shared the realities you face—long hours, high caseloads, limited resources, and the persistent churn of colleagues leaving the field. This is more than an individual challenge; it is a systemic issue. Burnout and

turnover disrupt services, erode morale, and ultimately compromise the care and consistency our clients deserve.

This is not simply “the way things are.” Research shows that environments that ignore staff well-being contribute to worse outcomes for both employees and the people they serve (Center for Health Care Strategies, 2023). But there is another way forward. By committing to becoming trauma-informed workplaces, we can design systems where staff thrive, supervisors lead with confidence, administrators strengthen stability, and clients receive the services they need.

A trauma-informed workplace recognizes that stress, adversity, and trauma affect not only the people we serve but also the professionals who serve them. Trauma is not rare; it is pervasive. And when we fail to account for it, we risk recreating cycles of harm in our own teams (Substance Abuse and Mental Health Services Administration [SAMHSA], 2020).

So what does “trauma-informed” mean in practice? SAMHSA (2020) identifies six key principles that organizations can adopt as a framework:

  • Safety – ensuring environments where staff feel both physically and psychologically secure.

  • Trust & Transparency – clear communication and consistency in leadership.

  • Peer Support – building systems of connection to reduce isolation.

  • Collaboration & Mutuality – flattening hierarchies and valuing contributions at all levels.

  • Empowerment, Voice & Choice – recognizing staff strengths and creating meaningful input opportunities.

  • Cultural, Historical & Gender Responsiveness – acknowledging identity, equity, and lived experience in all decisions.

These pillars are not abstract. They are practical, measurable, and transformative. For staff, they mean reduced stress and a greater sense of belonging. Supervisors create the conditions for honest dialogue and supportive accountability. Administrators provide a roadmap to reduce churn, strengthen retention, and stabilize service delivery.

Series Overview

Over the next several months, we’ll take a deeper look at each of these pillars in turn:

  1. The Case for Change – why this moment demands urgent change.

  2. Safety as the Foundation – how physical, emotional, and psychological safety stabilize workplaces.

  3. Trust & Transparency – building credibility and consistency in leadership.

  4. Peer Support & Collaboration – creating networks of resilience and shared responsibility.

  5. Empowerment, Voice & Choice – giving staff real influence and ownership.

  6. Cultural, Historical & Gender Responsiveness – embedding equity into daily practice and systems.

Each part will highlight implications for staff, supervisors, and administrators—and close with one well-being strategy and a question for you to reflect upon. By the end of the series, you’ll have a practical roadmap to begin building a trauma-informed workplace.

References
IHS Staff