Hidden in Plain Sight: Addressing the Individual Impacts of Suicide Systemically in Workplaces

Workplace Aware partnered with Alison Clements to develop and trial a new model of workplace postvention designed to support staff impacted by suicide exposure. Through iterative R&D, co-design, and multi-sector trials involving 96 staff across 30 workplaces, the program successfully improved preparedness, confidence, and organisational capability. This case study outlines the approach, outcomes, and key learnings.

Based on research presented at IASP Vienna, June 2025

Overview

• 30 workplaces engaged (ranging from 100–57,500 staff)

• 96 participants across government, community, and commercial sectors

• Consistent patterns of staff impact following exposure to suicide

• A co-designed, iterative workplace postvention model developed since 2019

• Trials demonstrated increased preparedness, confidence, and integration with WHS frameworks

• Next phase: a six-month expanded study with WA Department of Fire & Emergency Services (DFES)

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Context / Background

Suicide exposure in workplaces—whether through clients, colleagues, or community members—creates profound impacts on staff. Participants reported a range of emotional and behavioural responses, including:

shock, distress, guilt, blame, rumination, flashbacks, avoidance, withdrawal, mental ill-health, and in some cases suicidal ideation or intentions to quit.

These impacts are often amplified by:

• Lack of organisational preparedness

• Inadequate response protocols

• Limited mental health literacy

• Fear, stigma, and uncertainty around roles and responsibilities

Alison Clements launched an iterative R&D program in 2019 to identify these gaps and design a scalable, trauma-informed response model suitable for diverse workplaces. 

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Partnership / Approach

The approach was built on:

• Co-design with staff, managers, volunteers, and advisory groups

• Iterative testing and refinement of postvention responses

• Embedding lived experience directly into the model

• Aligning with WHS requirements, ensuring responses fit existing organisational systems

• Holistic support, addressing both individual and organisational needs

Participants across sectors informed each developmental phase, ensuring the model was contextually relevant and practical.

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Implementation (What was done)

1. Research & Discovery (2019+)

   • Detailed exploration of staff experiences after suicide exposure

   • Identification of common psychological impacts and systemic barriers

2. Advisory Group Consultation

   • Experts from Zoot Consulting and representatives from participating organisations contributed to model development

3. Co-designed Trials (2023+)

   • Delivered training, support mechanisms, and organisational response processes

   • Integrated staff feedback throughout each cycle

4. Evaluation & Reflection

   • Qualitative and quantitative insights captured and analysed

   • Publication of findings across international journals

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Results / Impact

Across all trial sites, outcomes were consistently positive:

• Effectively engaged staff and management

• Empowered participants through clarity of roles and skills

• Increased awareness & preparedness for crisis and postvention scenarios

• Improved confidence in responding to suicide impacts

• Lived experience meaningfully integrated

• Organisational alignment with WHS obligations

• Greater sense of safety and support in teams

“For the first time, our team felt seen, supported, and confident in how to respond. The program acknowledged the real impacts of suicide exposure and gave us tools we could use immediately.”

— Zoot Consulting

Recommendations

1. Postvention must be systemic, not ad-hoc

   Workplaces need clear, structured protocols embedded into WHS systems.

2. Lived experience is essential

   Staff engagement and legitimacy improve when models reflect real experiences.

3. Multi-sector involvement strengthens outcomes

   Solutions must be adaptable across industries with diverse risk profiles.

4. Training alone is not enough

   Organisational readiness requires process, culture, leadership involvement, and ongoing support.

5. Iterative development works

   Co-design and continuous feedback significantly improve uptake and relevance.

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