A new lens for HR - HSE- Wellbeing leadership

As organisations face increasing emotional strain, psychological vulnerability and unexpected crises, HR, HSE and Wellbeing leaders are being asked to do more than apply policy. They are expected to lead with insight. From restructures and burnout to personal loss and critical incidents, trauma is becoming part of the organisational landscape. This shifts the role of HR, HSE and Wellbeing leadership from managing performance to also responding to human pain.

A growing leadership challenge

The question is no longer if trauma exists in the workplace. The question is: how do you lead through it?

Traditional HR, HSE and Wellbeing approaches often fall short, because trauma cannot be addressed through procedures alone. It requires a different kind of leadership — one that combines emotional awareness with organisational clarity.

From personal recovery to organisational insight

To navigate this complexity, HR, HSE and Wellbeing professionals can draw valuable insights from psychology. The five-phase model of post-traumatic growth, developed by clinical psychologist Dr. Edith Shiro, describes how people move through trauma towards recovery and growth.

Although originally designed for individual healing, this model offers a powerful lens for organisations. It helps HR, HSE and Wellbeing teams better understand what employees may be experiencing, and how support can be aligned with where someone is in their process.

Building on this model, I have translated these phases into an HR, HSE and Wellbeing perspective creating a framework that supports recovery in a structured, human and sensitive way.

Each phase offers an opportunity for organisations to respond more effectively and with greater awareness. 

1. Awareness – Radical acceptance: Leaders are trained to recognise emotional distress and create space for open conversations. 
2. Awakening – Safety and protection: HR cultivates environments where psychological safety is not only encouraged but expected. 
3. Becoming – A new narrative: Flexible roles and coaching help employees reframe their purpose and professional identity. 
4. Integration – Reconnection and belonging: Peer support and inclusion initiatives assist in rebuilding trust and team connection. 
5. Transformation – Growth and contribution: Employees who have processed trauma can become mentors or wellbeing ambassadors. 

What comes next

Understanding is one step. Applying it in practice is where real impact begins. The next step is to move beyond HR, HSE and Wellbeing alone and integrate this perspective at a broader business level.

Because supporting people after trauma is not just an HR responsibility. It is a leadership and organisational commitment.

In the next blog, we will explore how this approach can be embedded into daily practice — translating insight into concrete actions, aligned leadership and a culture where people are not only supported, but truly seen.