Aftermath Is Far From Over, Health Professionals Warn

As time passes since the Sept. 11 terrorist attacks, employers must remain vigilant in their efforts to shore up employees' psychological resolve, according to professional health organizations.

"This is a critical time to focus on mental health in the workplace," according to Michael M. Faenza, president and CEO of the National Mental Health Association. "The shock and grief will slowly begin to diminish for a majority of individuals affected by the tragedies of Sept. 11, but for a sizeable percentage of people, the trauma could translate into a longer lasting mental health problem."

In guidelines for corporate health professionals released Sept. 17, the American College of Occupational and Environmental Medicine suggested that employees be told that the psychological effects can be felt "several days, weeks, or months" after the incident, regardless of whether or not their organization was directly impacted by the attacks.

"Even though the event seems to be over, we may be experiencing now or may experience later a number of reactions," the ACOEM wrote in a sample letter for health professionals to give employees. "It is very common, in fact it is completely normal for all of us to experience a number of aftershocks after this horrible event."

The NMHA also suggested that employees be reassured that delayed or prolonged reactions are normal. "Be aware that people will respond differently and recover at different paces," the organization said employers should tell employees. "Some will want to get back to work to regain a sense of control, and others will have difficulty focussing for some time. This is a normal response to a crisis."

FEAR OF FLYING. One of the most tangible concerns being expressed by employees is a fear of returning to business travel.

"Employees, clients, and other individuals may be hesitant to make business trips for some time," the NMHA said. "Consider postponing or canceling upcoming conferences and other meetings that require travel. Your EAP [employee assistance program] may assist staff in dealing with flight anxiety."

"Many employees are voicing concern to their managers about jobs that might require air travel, working in tall buildings, and/or working at other sites that might be perceived as being vulnerable to future terrorist attacks," the ACOEM said in a Sept. 28 statement. However, it noted the difference between these concerns and a full-blown phobia.

"Concern or fear of future terrorist attacks is not the usual `fear of flying,' " the ACOEM said. "Symptoms of fear of terrorism are usually controlled rapidly with care and time."

REAL WAYS TO FIGHT ANXIETY. Employees exhibiting this fear usually do not require attention from health professionals, according to the Arlington Heights, Ill.-based organization. "Careful listening by managers and continuation of, or return to, work with some flexibility in assignment are the dispositions of choice for employers and employees."

Employers also are helping their workers handle their fears and anxieties by reviewing, revising, and communicating their safety and security procedures, especially regarding business travel, the organization said.

"Regular communications are provided to employees about the companies' security arrangements, travel expectations, and the heightened security that airports and airlines have implemented to minimize any risk of terrorism," the ACOEM said.

Both organizations suggested that employers also ensure workers that their concerns are normal while revamping travel and security policies to build confidence.

To help employers improve the general mental health of their workforces for the long haul, the Alexandria, Va.-based NMHA Sept. 20 issued a list of corrective actions.

• Educate supervisors and managers. Keep supervisors up to date on any policy changes or other actions taken in response to the crisis, and help them identify the signs of emotional distress among employees (52 BTM 297, 9/20/01).
• Provide educational resources. A company's EAP or mental health administrator might have information and materials on covered treatment resources. Materials can advise parents on how to help children cope or help limit misinformation regarding post-traumatic stress disorder.
• Facilitate communication among employees. Support among peers can help people work through difficulties. Consider allowing workers to break from work more often to talk in a comfortable environment.
• Consider bringing a professional counselor or facilitator on site. Professionals can conduct group meetings and provide individual counseling. Such an approach can speed help to those who need it most.
• Revamp your leave policy temporarily. Allow people extra time off for donating blood, charity or community work, or personal needs. "Employees will benefit significantly from feeling that they are able to take positive action and make a difference," the NMHA said.
• Organize community action. Hold a blood drive at your worksite, collect clothes and food for the victims and their families, or collect contributions for relief efforts. "Show employees that your organization is committed to helping those in the workplace as well as the community at large," the NMHA said.
• Plan for future emergencies. Put together a team from all over the organization to create an emergency plan or review an existing one.

This article was reproduced with permission from "Employee  Assistance/Coping:  Aftermath is Far From Over, Health Professionals Warn", Special Report: Employers Respond to Disaster. Copyright 2001 by The Bureau of National Affairs, Inc. (800-372-1033) http://www.bna.com.