In the UK, many people who work within health, social care, mental health, domestic abuse, substance use, criminal justice, housing and community services are carrying out some of the most emotionally demanding roles in society. They listen, support, safeguard, comfort, assess, advocate and make decisions in situations that are often complex, painful and high-risk. They absorb the stories and distress of the people they work with, hold responsibility for managing risk, and often do so within systems that are stretched, under-resourced and under constant pressure.

In recent years, trauma-informed practice has become increasingly recognised as an essential approach for supporting people who have lived through trauma. However, trauma-informed principles apply not only to those receiving services but also to those delivering them. Staff wellbeing is not a “nice to have”—it is fundamental to safe, effective practice.

Yet across the UK, many services are reaching breaking point. Staff report feeling exhausted, overwhelmed, disconnected or “running on empty.” These feelings are not signs of weakness. They are natural, human responses to sustained exposure to distress, risk and structural pressure. When organisations overlook these realities, the result is predictable: burnout, compassion fatigue, moral injury and, ultimately, poorer outcomes for the people who rely on their help.

This article explores what vicarious trauma is, why services must take it seriously, and how trauma-informed organisations can care for their teams with the same compassion that they expect staff to show to the people they support.

Understanding Vicarious Trauma and Compassion Fatigue

Vicarious trauma is the emotional and psychological impact that arises from hearing, witnessing or supporting others through traumatic experiences. It is not caused by a single case or event. Instead, it builds gradually—slowly reshaping a worker’s emotional world, sense of safety, and beliefs about others.

What vicarious trauma is (and isn’t)

Vicarious trauma is:

a normal response to ongoing exposure to trauma
a shift in worldview that occurs through empathic engagement with others’ suffering
something that can affect anyone, regardless of experience

It is not:

a personal failing
evidence of incompetence
a sign that someone is “not cut out” for the job
something people can simply “push through”

How it differs from burnout and compassion fatigue

Burnout
Burnout is the result of chronic workplace stress and overwhelm. It includes exhaustion, detachment, loss of motivation, irritability, and reduced performance. Unlike vicarious trauma, burnout can occur in any sector—even those not dealing with trauma.

Compassion fatigue
This is the reduced ability to empathise due to emotional overload. Workers may feel numb, disconnected, or unable to offer the emotional presence they once could.

Moral injury
Moral injury arises when workers feel torn between what they know is the right thing to do and what they are able to do within the constraints of limited resources or systemic barriers. Many UK frontline workers experience moral injury when they cannot secure support for someone whose needs far exceed what services can realistically provide.

Signs of vicarious trauma

emotional numbness or overwhelming sadness
difficulty sleeping or relaxing
hypervigilance, worry or irritability
withdrawing from colleagues or loved ones
intrusive thoughts or memories of cases
cynicism or losing faith in people
reduced confidence in decision-making
feeling “shut down” or disconnected
lowered empathy or avoidance of certain tasks

These responses are understandable and predictable. They show that a worker has been carrying too much for too long without adequate space, support or replenishment.

Why Trauma-Exposed Work Creates Unique Pressures

Staff in trauma-facing roles experience pressures that differ from many other professions.

1. Continuous exposure to distressing stories

Workers hear difficult accounts of violence, neglect, exploitation, bereavement, substance use and danger—often daily. Even when they manage these conversations professionally, the emotional impact accumulates.

2. High caseloads and limited processing time

Many practitioners move from one emotionally heavy situation to the next without time to decompress. There is rarely time to breathe, reflect or acknowledge the emotional toll.

3. Managing risk and responsibility

Safeguarding decisions, crisis responses, and assessments carry heavy emotional weight. The fear of “missing something” or “getting it wrong” can be overwhelming.

4. Ethical and moral challenges

When services are stretched, staff often face decisions that conflict with their values. Wanting to offer help but being limited by resources can lead to moral distress.

5. Systems under pressure

UK services regularly face:

staffing shortages
high turnover
waiting lists
reduced funding
increased demand
bureaucratic processes
reactive, risk-driven culture

Under these conditions, even the most experienced and committed staff can feel depleted.

6. Relational work demands emotional labour

Trauma-informed care emphasises empathy, connection and relationship-building. These are essential—and emotionally taxing. Without support, this relational effort can lead to exhaustion.

When Services Burn Out: The Organisational Impact

Burnout is not only an individual issue; it affects entire organisations. When staff struggle, the ripple effects are profound.

1. Reduced quality of care

Burnt-out staff may unintentionally become less patient, less present, or less able to hold complexity.

2. Increased sickness and absence

Many services experience rising sickness levels, often related to stress, anxiety and overwhelm.

3. Higher turnover

Experienced staff leave, taking years of knowledge and relationship-building with them. Replacement costs and recruitment challenges intensify strain.

4. More reactive decision-making

When staff are under pressure, they may focus on immediate crises rather than long-term, relationship-based support.

5. Erosion of empathy

Workers may become cynical, exhausted or emotionally defensive.

6. Breakdown in teamwork and communication

Stress can lead to frustration, miscommunication and conflict.

7. “Survival mode” culture

Instead of reflective, relational practice, services fall into:

fire-fighting
risk-aversion
defensive practice
ticking boxes
completing tasks rather than thinking holistically

This kind of culture directly affects service users—and staff.

What Trauma-Informed Organisations Do Differently

Being trauma-informed is not only about supporting clients. It means creating a workplace culture where staff feel safe, valued and supported. Trauma-informed organisations embed the same principles for employees that they expect staff to use with the people they support.

1. Safety — emotional and psychological

Staff need spaces where they can express concerns without fear of reprisal. Psychological safety allows workers to raise issues, question decisions and ask for help.

2. Trust and transparency

Leaders communicate openly about pressures, changes and limitations. There is honesty about what can realistically be achieved.

3. Peer and relational support

Colleagues feel connected. Teams prioritise collaboration, shared learning, and mutual care.

4. Choice and autonomy

Where possible, staff have flexibility and agency in shaping their practice, managing their workload and using professional judgement.

5. Collaboration

Staff are partners, not passive recipients of organisational decisions. They are asked for input and valued for their expertise.

6. Empowerment

Strengths-based practice applies to staff as well as clients. Trauma-informed organisations celebrate progress, acknowledge emotional labour and recognise resilience.

What this looks like in practice

regular reflective supervision
team debriefs after difficult cases
spaces to discuss emotions safely
proactive wellbeing check-ins
supportive leadership responses to mistakes
caseload reviews
opportunities for team connection
predictable communication from management

These actions show staff that they are seen, valued and supported.

What Staff Need: Practical Strategies for Wellbeing and Safety

To remain effective and emotionally healthy, staff need structures that recognise the realities of trauma-exposed work.

1. Reflective supervision

Reflective supervision is essential for processing emotional impact, exploring decisions, understanding reactions and maintaining professional boundaries. It differs from managerial supervision—it focuses on the person, not just the tasks.

Benefits include:

reduced emotional burden
stronger professional judgement
improved safeguarding
better team resilience
greater confidence and clarity

2. Training and development

Staff need ongoing opportunities to understand:

vicarious trauma
emotional regulation
relational approaches
trauma-informed practice
working safely with disclosures
self-awareness and boundaries

Training should be grounded, accessible and realistic—not idealistic or prescriptive.

3. Boundaries and manageable workloads

Healthy boundaries protect both staff and the people they support. Staff should not feel obligated to be endlessly available or to absorb all emotional need.

Workload management also matters: consistently high caseloads undermine trauma-informed practice.

4. Supportive team culture

Positive team relationships are a strong protective factor. Regular check-ins, peer support, and mutual encouragement help teams stay resilient.

5. Meaningful, not tokenistic, wellbeing policies

Real wellbeing support includes:

protected breaks
safe spaces for debrief
access to support services
flexible working where possible
manageable expectations

Token gestures (e.g., a “wellbeing week” without structural support) can feel dismissive.

6. Early identification of distress

Teams should know what early signs look like—and respond compassionately and promptly.

7. Opportunities to step back and recharge

Trauma-exposed work cannot be emotionally sustained without periods of rest, reflection and recovery.

The Role of Leadership in Preventing Burnout

Supportive, compassionate leadership is one of the strongest predictors of staff wellbeing.

Trauma-informed leaders:

model calm, predictable and respectful behaviour
create psychological safety
acknowledge pressures realistically
prioritise staff wellbeing
avoid blame-based cultures
ensure supervision is protected, not optional
value reflective practice
communicate openly and transparently
recognise emotional labour
encourage shared decision-making

Leadership that is punitive, inconsistent or absent can intensify vicarious trauma. Supportive leadership helps staff feel grounded, valued and understood—even when workloads are heavy.

**What Trauma-Informed Practice Is Not When Applied to Staff**

It is just as important to challenge misconceptions about trauma-informed practice within teams.

Trauma-informed practice is not:

telling staff to “do more self-care”
expecting staff to absorb trauma alone
avoiding necessary boundaries or accountability
endlessly prioritising emotional labour without structural support
masking systemic problems with wellbeing initiatives
downplaying risk or safeguarding responsibilities
providing a one-off training session instead of cultural change

Trauma-informed organisations recognise that staff wellbeing is both a safeguarding issue and a moral responsibility.

The Case for Organisational Commitment

Investing in staff wellbeing is not an optional extra. It is a central component of effective trauma-informed practice.

1. Better outcomes for service users

Emotionally supported staff provide more consistent, compassionate and effective care.

2. Reduced turnover and sickness

Keeping experienced staff reduces recruitment costs and preserves organisational expertise.

3. Safer safeguarding practice

Reflective, grounded staff make clearer decisions, notice risk earlier and communicate more effectively.

4. More resilient organisations

Teams that feel supported can adapt to challenges more effectively.

5. Stronger reputation and organisational culture

Trauma-informed workplaces attract skilled, values-driven practitioners.

Conclusion

The emotional labour carried by frontline staff across the UK is immense. It is not sustainable to expect workers to hold complex trauma, manage risk and navigate systemic pressure without meaningful support. Vicarious trauma, compassion fatigue and burnout are not signs of inadequacy—they are human responses to demanding work.

Trauma-informed organisations recognise that caring for staff is an essential part of caring for the people they support. When staff feel safe, supported and valued, they can bring their best selves to the work: grounded, reflective, compassionate and resilient.

The question for every organisation is simple:
Are we caring for the people who care for others?

Because when services invest in their teams, everyone benefits—staff, service users and the wider community.