One of The Trident Foundation’s key purposes is to assist employees identify, address and resolve individual and social difficulties that could limit their well-being and activities. Employers and society often need to weigh the costs of introducing resources to enhance security at work against the trouble of not taking action (Clarke & Devereux, 2008). Employers could be liable for the negligent conduct of their employees (Clarke & Devereux, 2008). Supportive services including legal education of professionals might assist employees to respond to a seeming fixation with liability issues, including those that emerge in the workplace (Fenwick, 2006). If supportive services are not featured into work situations harm might occur to self or others. An employee refers to employers and states in (Geary, 2008):
“Unfortunately the only reason why they may wake up is through employees that reach that certain point that they either commit suicide or they are unable to do their job and then there will be law suits and it is only then that people will wake up and realize that there is need for a preventative system to be put in place.”
Lewis (2007, p. 16) refers to lawyers who work with criminal cases and states, “They are exposed to horror in graphic detail through witness testimony, court re-enactments, witness conferencing, photographic and forensic evidence”. In a post “9/11” era other employees might experience work-related stress and trauma. Lewis mentions that aloofness alone does not insulate employees from experiences of trauma. When the limitations in the work environment can be identified, participants might be in a stronger position to consider effective strategies to limit the effects of their own and others’ pain and suffering.
Problems in living could be connected to the, for example, social or legal system within which workers find themselves. An employee commented in Geary (2008):
“I think that’s pretty brave when somebody can go to a boss and say I’m in this area. This area is overwhelming please place me somewhere else. That does not mean that a person is weak or incapable it just means that the person at that point in time is overwhelmed. I think that that’s something that professionals need to learn to do because essentially we’re type A personalities and we think that we are invincible. I think that it’s time that not only we learn to recognise but that they’re systems in place that assist us to recognise it and to deal with it.”
Employee Family Assistance Services may help organisations to recognise their mission, vision and values. Through, for example, the telephone and Internet employees including those in remote areas can gain access to services.
The Trident Foundation offers both comprehensive and flexible Employee Family Assistance Services, including, appraisal, referral, and brief and psycho-social-justice-based strategic approaches. Employees are subject to stress and operational trauma, including disability and loss of life issues. They might also experience intimidation and even violence in the workplace. When employees seek out support they could have multiple problems. When one or more of these challenges are addressed, they may experience self-efficacy and develop confidence in themselves. Within supportive framework employees can feel more in control of their lives and enabled to maintain and extend their operations. Their capacity to address personal, social and law-related difficulties may be strengthened. One size does not fit all sizes, and the appropriate strategies for particular clients, might vary.
The Trident Foundation offers guidance and caring options linked to services to employees, their families and employers. The Trident Foundation aims to assist these groups to enhance health and well-being in the workplace. There may be overlapping needs, wants, and experiences between these groups. In a supportive context diverse individuals and groups, may collaborate to develop goals and solutions, to address organisational and environmental stresses. Whilst there is life there is hope, and an inferred promise, that with support challenging life situations can be improved. There is merit in developing tangible goals to address problematic situations. Perhaps there are coping and alternative strategies that can be applied for employees to develop a sense of agency. When employees actively work towards improving their life circumstances, a set of well-targeted supports, can assist them to reach their full personal and social potential.
It can be important for employers to understand problems or concerns, as viewed by the individuals who experience them. A starting point for interventions could be to comprehend and mark individual’s and organisation’s objectives and anticipations about service delivery. Often employees have insight into what strategies have previously worked for them. Employees frequently have self-stories, and it is important to note, what they understand to be the causes of their problematic situations. These causes might have affective, physical, cognitive, social, cultural or legal aspects that are attached to them. Employees seem to have idiosyncratic backgrounds, and these might be shaped by such factors as age, disability, gender, ethnicity, work history and spiritual practices
Some employees might fear, that they will lose their social and professional status, if they are open about their personal distress or trauma. Citations to the literature that are mentioned here are available upon request.
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