The role of psychological screening for emergency service responders

Purpose The purpose of this paper is to examine the role that psychological screening and surveillance can take in improving the delivery of psychological support to emergency service responders (ESRs) at a time of increasing demands and complexity. Design/methodology/approach The study aims to present and discuss the use of psychological screening and surveillance of trauma exposed emergency service workers. Findings The evidence supports the use of psychological screening and surveillance using appropriate validated questionnaires and surveys. Research limitations/implications The findings suggest that emergency services should be using psychological screening and surveillance of ESRs in roles where there is high exposure to traumatic stress. Originality/value These findings will help emergency service organisations to recognise how psychological screening and surveillance can be used as part of a wider programme of well-being support. This approach can also help them meet their legal health and safety obligations to protect the psychological health and well-being of their ESRs

Workplace bullying : symptoms and solutions/ Edit : Noreen Tehrani

xvi, 302 hal.; 21 cm

Workplace bullying : symptoms and solutions/ Edit : Noreen Tehrani

xvi, 302 hal.; 21 cm

Psychological Trauma Risk Management in the UK Police Service

This paper discusses the current approaches to psychological trauma risk management in the UK policing. It stresses the need for a concerted effort by senior management, supervisors, and occupational health in order to identify those at risk. Furthermore, to reduce the incidence of harm, provide protective training and education, and where necessary provide post trauma interventions and treatments (HSE, 2013). The evidence presented in this article supports the division of the policing workforce into three cohorts. Those being, responders, specialists, and those involved in major disasters. This is seen as the most effective approach to providing an appropriate level of trauma support for all those at risk of traumatic stress. Thus, making it easier to identify and manage the effects of psychological trauma on police officers and staff

Early Post-trauma Interventions in Organizations:A Scoping Review

Background: In some organizations, traumatic events via direct or indirect exposure are routine experiences. The National Institute for Health and Care Excellence reviews (2005; 2018) of post-traumatic stress disorder management in primary and secondary care did not address early interventions for trauma within emergency response organizations. Aims: This scoping review was designed to identify research which evaluates the use of early interventions in emergency and other high-risk organizations following exposure to primary or secondary trauma and to report on the effectiveness of the early intervention models in common use. Methods: A scoping review was conducted to examine early interventions for workers exposed to trauma, including emergency response, military, and humanitarian aid. Relevant data were extracted from the included studies and the outcomes were assessed using meta-ethnography. Results: Fifty studies of mixed quality met the inclusion criteria for this review. A synthesis of study outcomes found that early interventions help emergency responders to manage post-incident trauma when they are delivered in a manner that (a) respects distinct organizational culture, (b) is supported by organizations and senior management, and (c) harnesses existing social cohesion and peer support systems within teams. Conclusion: This review demonstrates that early interventions support emergency responders following exposure to trauma when these are tailored to the needs of the population, are supported by the host organization, and harness existing social cohesion and peer support processes within a team or unit. A number of recommendations for the delivery and evaluation of early interventions for psychological trauma in emergency response organizations were mad