Experts weigh in and explain how employers can better support employees
The horrific terror attack at Bondi Beach on Sunday has left many shaken. With employees increasingly expected to bring their whole selves to work, employers have a responsibility to provide a safe environment.
Following the attack, Lifeline reported an increased number of calls and texts. Regardless of whether people were immediately affected or not by the 14 December attack, many are seeking specialised support.
Carrie Leeson, Lifeline Narrm CEO, told HRD that the crisis support service have had numerous contact post-attack with people describing feelings of “shock, fear, grief, and a deep sense of unease.”
“When violence occurs in a familiar public place, it can profoundly disrupt our sense of safety, even for those who were not directly involved,” said Leeson.
“We are hearing from people who witnessed the event, from family members and first responders, but also from many Australians who were impacted simply by seeing or hearing about the attack through news or social media. For some, it has resurfaced past trauma or heightened existing anxiety.”
Leeson noted that workplaces are recognising the severity of the event and the potential to impact the emotions of staff.
She said there has been an increase in organisations reaching out for guidance to help better support their teams.
“Some workplaces are initiating conversations that acknowledge what has happened and the impact it may be having, rather than expecting business as usual,” Leeson explained.
“This response is important. Acknowledging collective trauma helps people feel seen and supported and reinforces that emotional wellbeing is a shared responsibility.”
Leeson encouraged HR leaders to support employees and provided some practical steps:
- Acknowledge the event in a compassionate and calm way, recognising that people may be affected differently
- Normalise reactions such as distress, shock, or difficulty concentrating, reinforcing that these responses are common after traumatic events
- Encourage flexibility where possible, including adjusted workloads or time off, particularly for those who are struggling
- Promote support options clearly and repeatedly, including Employee Assistance Programs and external services like Lifeline
- Share trusted resources, such as Lifeline’s Wellbeing Guide, which outlines common trauma responses, strategies for coping, and guidance for supporting children and young people
- Create space for conversation, while never forcing employees to share more than they are comfortable with
How HR is responding
Many have already implemented measures to help support workers during this period of heightened emotion.
BGIS executive director of people and culture, Sarah Novelli recognised that workplaces can often become a source of structure, continuity, and connection during moments of collective shock.
Sarah Novelli has been recognized as one of the Top HR Executives and Leaders in the World. See all the winners here.
She said workplaces that provide stability, psychological safety, and respect can help ground vulnerable workers.
“The role of the employer is not to provide commentary or solutions, but to foster psychological safety by demonstrating awareness, compassion and respect. Humanity first, policy second,” said Novelli.
“The starting point can be acknowledgement. Silence (even when well-intentioned) can feel dismissive or unsettling. A simple, human acknowledgement that recognises the seriousness of the event, affirms care for employees, and makes support visible is often the most appropriate first step.”
The key is to avoid assumptions, Novelli said. People react to these challenges in different ways and it’s up to employers to be there ready to support them.
On top of that, Novelli noted that it’s fine if employers don’t have all the answers, so long as support is visible, credible, and easy to access.
This could include employee assistance programs as well as external guidance from organisations like Lifeline and the Black Dog Institute.
However, most importantly is retaining human connection: “Simple actions, such as leaders and colleagues taking the time to check in with one another, can be deeply meaningful,” said Novelli.
“For Jewish employees in particular, who often belong to close-knit communities, knowing that support is coming not only from within their community but also from colleagues beyond it can provide a strong sense of solidarity during periods of vulnerability.”
Flexible arrangements may also be necessary to help employees manage emotions better.
Novelli said most importantly, leaders need to manage and mitigate discriminatory or inflammatory commentary. Clear boundaries need to be set by management.
Preparing leaders to answer difficult questions and address fear, anger, or grief
In times of unease, employees look to leaders. This can place stress on management.
Novelli urged employers to be prepared but to focus on empathy and presence, rather than scripted responses.
“HR can support leaders by providing simple, practical guidance. Leaders need to feel confident acknowledging emotion, without feeling pressured to resolve it,” she said.
Practical skills like listening without judgment, reassuring people that a range of reactions is normal, and recognising when and how to escalate concerns are often more powerful than scripted talking points.
Leaders also need to be clear on the difference between a conversation that calls for support and one that should be referred to HR or a qualified professional.
Above all, what matters is consistency, visibility and respect. Fear, anger and grief can show up in complex ways, and leaders need support to create space for those emotions while still maintaining appropriate professional boundaries.
