A Post-Dep

Guide fo

Sup

of Deploye

What skills/knowledge did they bring from their normal role that was helpful? What skills/knowledge/perspective did they gain from the disaster deployment that can enhance normal job function? Did his or her experience point them in directions in which he or she would like to move professionally or did it make them cognizant of assignments he or she would like to seek or avoid?Tips for ManagersSupervisors can be very helpful in helping returning workers gain perspective on their disaster response experience, minimize adverse consequences for both the individual and the workplace, and help workers grow both personally and professionally from the experience. Supervisors may consider discussing these issues in large or small groups or individually with workers.Supervisors may consider the following:

Be aware of and acknowledge your 

feelings about and experience with the disaster and the effect of the deployments.

Create an organizational atmosphere 

where people can be open with you about their experiences, feelings, and concerns.

Optimize liberal/fl exible leave 

policies for returning workers. Consider holding large and/or small group meetings to discuss the experiences and their impact on the workplace and workload.

Encourage people to seek additional 

help in ways that are culturally competent and do not stigmatize those needing or seeking help.

Be candid about the complex and 

potentially diffi cult job you have as a supervisor—meeting both individual needs and the need to maintain ongoing work.

Have a one-on-one conversation 

with returning employees about what they have experienced and how that may infl uence their return to work.

••••••

SAMHSA ResourcesInformation ClearinghousesDisaster Technical Assistance Center (DTAC) (800) 308-3515 www.mentalhealth.samhsa.gov/dtacNational Mental Health Information

Center (NMHIC)

P.O. Box 42557, Washington, DC 20015(800) 789-2647 (English and Español) (866) 889-2647 (TDD)www.mentalhealth.samhsa.govNational Clearinghouse for Alcohol and Drug Information (NCADI)P.O. Box 2345, Rockville, MD 20847-2345(800) 729-6686 (English and Español)(800) 487-4889 (TDD)www.ncadi.samhsa.govTreatment LocatorsMental Health Services Locator(800) 789-2647 (English and Español)(866) 889-2647 (TDD)www.mentalhealth.samhsa.gov/databasesSubstance Abuse Treatment Facility Locator(800) 662-HELP (4357) (Toll-Free, 24-Hour English and Español Treatment

Referral Service)(800) 487-4889 (TDD)www.fi ndtreatment.samhsa.govHotlines

National Suicide Prevention Lifeline(800) 273-TALK (8255)(800) 799-4889 (TDD)

Other Federal ResourcesCenters for Disease Control and Prevention—Mental Healthhttp://www.bt.cdc.gov/mentalhealth/Center for the Study of Traumatic Stress at the Uniformed Services University of the Health Scienceshttp://www.usuhs.mil/psy/factsheets.html Federal Occupational Health Employee Assistance Program for Federal and Federalized Employeeshttp://www.foh4you.com or (800) 222-0364(888) 262-7848 (TTY)National Center for Post-Traumatic Stress Disorder (PTSD) http://www.ncptsd.va.gov/topics/katrina.htmlU.S. Department of Health and Human Services—Employee Assistance Program(202) 690-8229 HHSEAP@hhs.gov

Returning Hom

NMH05-0218

Getting HelpIf you feel you need additional information, you may find this list of resources to be helpful.
Before Your Employees 

Return to WorkDuring disaster response and recovery efforts, your employees most likely worked under less than desirable conditions while taking care of others. Before they return to normal duties, you will want to offer your employees self-care tips to help them readjust to worklife. These include the following:

Maintaining a healthy diet, routine 

exercise, adequate rest/sleep 

Spending time with family and 

friends

Paying attention to health concernsMeeting neglected daily personal 

tasks (e.g., pay bills, mow lawn, shop for groceries)

Refl ecting upon what the experience 

has meant personally and professionally

Getting involved in personal and 

family preparedness.

Expecting the UnexpectedUpon returning to their routine duties, your employees may notice changes in themselves, coworkers, or their work environment. The following are a few examples of potential diffi culties your employees may face and some tips on how you, as a supervisor, can help to overcome them.••••••

Pace change—The disaster environment 

often moves at a pace that is much faster than the normal workplace. After working in a disaster response environment, this pace begins to feel normal. When returning to normal work, it may appear that people are moving at a much slower pace than before. It is easy to misinterpret this as laziness or lack of caring or motivation. 

Help the deployed worker 

understand that it is probably him or her who has changed, not others.

Discourage quick and unfair 

judgments, criticism, or assumptions.

Unrelenting fatigue—Even with what 

seems like suffi cient sleep, deployed workers may experience chronic fatigue. Sometimes chronic stress results in never feeling rested. Chronic fatigue may also be a result of a medical condition. 

Recognize the factors contributing 

to chronic fatigue.

Discuss and educate workers when 

appropriate.

Encourage a medical evaluation if 

problem persists.

•••••

Cynicism—Typically, during disaster 

work one sees the best and the worst in individuals and systems and it is easy to become cynical. This is expected. These feelings often diminish over time once a worker is able to focus on the positive results of his or her work.

Discuss with your worker if this 

behavior is disruptive.

Assist employees in regaining 

perspective.

Encourage a referral for help if this 

becomes a performance issue or begins to have an adverse effect on workplace climate.

Dissatisfaction with routine work—It 

is very rewarding to be involved, directly or indirectly, in saving lives and protecting our fellow citizen’s health and safety. Most work does not provide such dramatic and immediate reinforcement. Deployed workers might start seeing their daily work routine as lacking meaning and satisfaction. These feelings are normal. 

Find ways to incorporate the 

positive things workers have learned and experienced during disaster response work in their personal and professional lives.

••••

If the worker found this work 

especially rewarding, facilitate whe or she might become involvefuture events.

If a worker learned that this wor

is simply not a good match for his or her skills and temperamenthat is also important informatiThis knowledge will help you, aa supervisor, select staff for futudeployments.

Reinforce the perspective that 

these types of roles are not for everybody...and that is OK.

Easily evoked emotions—Sometime

the combination of intense experienfatigue, and/or stress leaves deployeworkers especially vulnerable to unexpected emotions. For examplethey may cry easily, be quick to angor experience dramatic mood swingThese are normal reactions that typsubside over time. In the meantimebe aware of their reactions, discuss their experiences, and be sensitive ocomments that might be hurtful or upsetting to others.

Identify this phenomenon early

Provide support and education employee.

If strong emotions become disru

in the workplace, encourage additional leave and/or encouraworker to seek additional help.

Encourage workers to be aware 

monitor their reactions.

Encourage workers to discuss th

experiences in environments whstrong emotions are OK. This mnot be the workplace.

Relating our experiences—Though 

employee may want to share his or experiences with others, he or she mbe unsure if it is appropriate. This inormal. 

Caution workers that when 

discussing what they saw and dicare should be taken. In the disaenvironment, discussing graphidisturbing topics (e.g., death, boand injuries) often becomes rouIt is easy to forget, when workerleave that environment, that othmay be upset by what is reporte

••••••••

Many people who are involved, either directly or indirectly, in disaster work fi nd it to be a unique blend of stressors and rewards. Both are typically powerful parts of the experience. After deployment, many workers have found the return to normal duties to be a complicated, prolonged, and diffi cult process. While some were deployed, others maintained the ongoing operation of the offi ce. They too have experienced additional unexpected and unwelcomed demands possibly resulting in stress. This brochure is intended to assist supervisors in easing transition, reducing potential diffi culties, and enhancing the positive consequences for the work unit.