Public safety events often have stressful and long-term effects on those involved. It is imperative that first responder agencies have a strong internal support system in place for employees. One of the resources to consider is a Peer Support team.
The theory behind peer support is simple – the power of shared experience. There are multiple models for peer support including internal and external and they range from informal to formal clinical care models. This article will focus on workplace peer support which is a formal and intentional form of support.

The nature of the shared experience varies with the environment. In first responder agencies, the shared experience is being in the same work environment and having exposure to the stressors related to the first responder role. Peers are there to offer support, empathy, guidance, information and access to resources. In the eyes of a first responder who is struggling, another first responder may be the only person who truly “gets it.”

Selection, qualifications of peers
It is well known there is a stigma against getting help within first responder communities. For some of them it is difficult to take that first step to ask for help and admit they are struggling. While the culture is slowly changing, stigma is still a factor. When a first responder finally takes the step to talk to someone, they want someone they respect, trust and who is going to be empathetic.

When selecting peers an agency needs to consider what attributes other first responders would be looking for in that person. Just because someone wants to be a peer doesn’t mean they will be suited for the role. They need to know and live the values of hope, recovery, empathy and self-determination. They also need to be skilled in interpersonal communication, critical thinking and be supportive of change.

To ensure the selection of appropriate peers, agencies could consider an application and selection process. This emphasizes the importance of the role through formalizing it. It could entail informal or formal interviews or reference checks with coworkers.

Each agency needs to decide what training they are prepared to deliver for peers; peer support training is critical. But ultimately successful peers should already have three core traits in common:

1. The ability to empathize.
2. The willingness to listen.
3. The resilience to carry others’ problems along with their own.

One of the most valuable ways for new peers to learn is to work alongside more experienced ones. It is important that those existing peers demonstrate the values the workforce respects.

Performance of peers should be managed just like any other work tasks. Peers who break confidentiality without good cause should be asked to leave the team and any complaints against a peer should be investigated through the agency’s usual procedure.

Confidentiality
It is imperative that management, leaders of the peer support team, field personnel and the peers themselves are all aware of the confidentiality rules that each agency puts in place. This should be documented in a policy, procedure or code of conduct which is acknowledged by all peers and communicated to all staff.

Situations that could lead to self-harm or harm to others should permit breaking of confidentiality. Aside from those scenarios, the leadership of the peer team and management need to clearly define the parameters of escalation so that everyone is on the same page, including employees who may access the team.

Employees will open-up to the peer about things that they do not want shared, very personal things. Outside of the predetermined parameters where disclosure is mandatory, the peer must keep this information to themselves unless the employee indicates that they want them to share it. If a peer team is seen by employees to be breaking confidentiality, employees will not approach them and will not use them as a resource and the team will no longer be effective.

Confidentiality is part of any successful psychological health and safety system.

Necessary disclosure
There will be times when peers will need to breach confidentiality for safety reasons. How these incidents are handled should be planned to avoid uncertainty in the moment and unintended consequences. These are cases where time is of the essence and the member needs additional support urgently. There needs to be a safety component to these situations whether it is safety of the member themselves, a loved one or the public.

It is critical that all steps be taken to protect the member’s privacy and integrity. If an incident where a member is in crisis is handled poorly it can undermine the good intentions and image of the peer team. Ensure all peers understand the steps to take when they are faced with a safety sensitive situation.

Tracking
Leaders of a peer team need to demonstrate the team is successful, that they are being accessed and that they are considered a valuable resource by employees. In order to obtain this data, a tracking system is needed. Peers can report interactions in a way that doesn’t breach confidentiality. A system of coded reporting where neither the peer nor the employee is identifiable is ideal.

Tracking is also useful for identifying organizational trending. If peers broadly categorize conversations in the tracking system, it can demonstrate whether there is a particular area of concern within the workforce. This gives management the opportunity to address that trend through training in that area or by offering additional support resources to assist.

Health of peers
Peer support team members need to be able to take on the problem of others in addition to their own.

When there are stressors within a workplace, the draw on them as a resource will increase, not decrease, even though they are dealing with the same stressors. They need to be able to balance supporting others and ensuring that they can stay healthy and use healthy coping mechanisms.

It is important that peers receive psychological health training so they can understand triggers, warning signs and healthy versus unhealthy coping strategies. If a peer is starting to feel overwhelmed, it is critical that they reach out to another member of the team to talk about it, and if necessary, request to take a break from supporting until they feel more stable to continue.

For peers to protect their own health, they need to be empowered to establish boundaries with coworkers. Peers are not mental health professionals. They provide timely support to a coworker and help them to identify the resources that they need. Peers should not be expected to support employees through long term psychological struggles. Follow up check-ins with employees are key and should be done after an initial conversation has taken place, but the peer cannot be the sole support for a member.

Leadership support
Ideally a peer support team will be an initiative that is strongly supported from the top down. Leaders, especially operational ones, can play a pivotal role in whether an initiative is endorsed by the front line. Having a well-respected leader as a champion of the program will help it succeed. Since a peer support team is a resource to support worker health and wellness, the union will also ideally be supportive, although they may have questions and concerns, especially around confidentiality. If both senior leadership and the union support the initiative that should be communicated to employees along with clear communication about how the team will function.
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Conclusion
Every agency will benefit from having a peer support program. When implemented effectively it can be one of the best resources for first responders to access help, and more importantly, for taking the step to ask for it in the first place. There are many factors to consider in building the team and things that need to be thought out prior to implementing anything. The peer support team needs to be structured to meet the needs of members for it to be effective. With well thought out planning and implementation, a peer support team can become a core component of any agency’s psychological health and wellness program.

​Addressing Today’s Top Learning Challenges in the Workplace
In today’s fast-paced, ever-evolving workplace, learning and development (L&D) have become critical drivers of organizational success. However, as workplaces and learning technologies change, new challenges have emerged. Tackling this head-on is essential for fostering a culture of continuous improvement and innovation.
Here are some of the top learning challenges organizations face today and strategies to overcome them.
1. Keeping Employees Engaged in Learning
One of the most common challenges in workplace learning is keeping employees engaged. Maintaining focus on learning can be difficult with a flood of information, competing priorities, and distractions.
Solution: Create Engaging, Interactive Learning Experiences
Rather than relying on traditional, passive learning methods like lectures or lengthy online modules, focus on making learning interactive and relevant. Incorporating microlearning, where content is delivered in small, bite-sized chunks, can help employees absorb and retain information better. Additionally, gamification, simulations, or case studies can provide a more engaging experience, encouraging active participation.
2. Learning Retention and Application
It’s not just about delivering information—it’s about ensuring employees retain and apply what they’ve learned. Many organizations struggle with helping employees translate new knowledge into practical, on-the-job skills.
Solution: Reinforce Learning with Spaced Repetition and Practice
To improve retention, implement spaced repetition, where learners revisit the material at intervals to help transfer knowledge from short-term to long-term memory. Encourage active recall by incorporating quizzes or scenario-based questions that force employees to retrieve information, strengthening memory. More importantly, ensure employees have opportunities to practice and apply what they’ve learned in real-world contexts.
3. Adapting Learning to Diverse Employee Needs
Workplaces are increasingly diverse, and employees have different learning styles, knowledge levels, and preferences. However, the "one-size-fits-all" approach to training rarely meets the needs of every learner.
Solution: Personalize Learning Paths
Leverage technology to offer personalized learning experiences. Adaptive learning platforms can adjust content based on an employee’s progress, strengths, and weaknesses. Providing flexible learning options, such as on-demand e-learning or blended learning programs (combining in-person and online formats), allows employees to learn at their own pace and in ways that suit them best.
4. Bridging the Skills Gap
The rapid pace of technological change has led to a widening skills gap, where employees need to acquire new skills to keep up continually. Many organizations struggle to ensure their workforce has the skills needed to remain competitive in the industry.
Solution: Focus on Continuous Learning and Development
Organizations need to foster a culture of continuous learning. Instead of one-off training events, encourage employees to engage in ongoing learning. Use learning management systems (LMS) to offer structured development paths that help employees continuously upskill and reskill in areas critical to the organization’s future. Mentorship programs and peer-to-peer learning can also effectively bridge the gap.
5. Measuring Learning Effectiveness
A persistent challenge in L&D is determining whether learning initiatives actually work. Many organizations struggle to measure training effectiveness and how it impacts performance and business outcomes.
Solution: Use Data-Driven Approaches
To measure effectiveness, gather data at multiple points, such as post-training assessments, surveys, and on-the-job performance metrics. Organizations can also leverage learning analytics tools to track progress, engagement, and outcomes in real-time. Tie the learning results directly to business objectives by evaluating how training improves key performance indicators (KPIs) like productivity, sales, or customer satisfaction.
6. Managing Time Constraints
In the modern workplace, employees often have to manage numerous tasks and deadlines. Finding time for learning can be difficult, leading to rushed or incomplete training.
Solution: Incorporate Learning into the Flow of Work
Rather than treating learning as a separate, time-consuming task, integrate it into the workflow. Implement just-in-time learning solutions so employees can access learning resources right when needed, whether through mobile apps, online knowledge bases, or on-the-job coaching. Additionally, microlearning modules are quick and easy to consume during short breaks, making it easier to fit learning into busy schedules.
7. Keeping Up with Technological Advancements
With the explosion of new technologies in artificial intelligence (AI), machine learning, and automation, keeping training programs up-to-date with the latest trends can be daunting.
Solution: Leverage Technology to Enhance Learning
Take advantage of new technologies to improve your learning initiatives. For instance, AI-driven learning platforms can provide personalized employee recommendations based on their learning history. Virtual reality (VR) and augmented reality (AR) can create immersive training experiences, especially for hands-on tasks. Embrace mobile learning to provide employees with learning opportunities anytime, anywhere.
8. Encouraging a Growth Mindset
Many employees resist learning because they believe they are either not good at it or don’t need it, creating a barrier to development.
Solution: Cultivate a Growth Mindset Culture
Promote the idea that learning is a continuous process, and that intelligence and skills can be developed. Encouraging a growth mindset in the workplace—where employees view challenges as opportunities to grow—will help shift attitudes toward learning. Managers should model this mindset by actively participating in training themselves and celebrating learning achievements, however small.
Conclusion
Today’s workplace learning challenges require innovative and flexible solutions. Organizations can create dynamic learning environments that support employee growth and drive business success by addressing the barriers to engagement, retention, personalization, and application. Overcoming these challenges, whether through personalization, technological innovation, or fostering a culture of continuous learning, is key to staying competitive in an ever-changing world.
 

Being constantly aware of one's surroundings can be a lifesaving skill for first responders. Entering stressful and often dangerous situations requires them to protect themselves and others by quickly assessing threats and responding accordingly. This heightened awareness is developed through consistent training, recertification, and the culture within first responder communities. It is ingrained in them that a single mistake or misjudgment could mean the difference between life and death for themselves and those around them.

While this vigilance is critical for safety, it can also have long-term negative effects, particularly if first responders remain in this heightened state even when off duty. Hypervigilance, although crucial for survival, can lead to chronic stress that affects both physical and mental health. The continual strain on the body and mind can degrade their quality of life over time.

Hypervigilance is defined as "the necessary manner of viewing the world from a threat-based perspective, with a mindset that interprets unfolding events as potentially dangerous." First responders step into unknown situations with this mindset, running through mental safety protocols to stay alert. Many experienced responders shift into this mode automatically, standing in certain positions, adopting a specific stance, or keeping equipment ready without even thinking. Every scenario is treated as potentially lethal until proven otherwise.

Hypervigilance: A Biological Response
At its core, hypervigilance is a biological reaction. All living beings are wired for survival, and the brain is most attuned when it perceives a threat. It sends signals to the body to prepare for fight, flight, or freeze. This happens subconsciously and more quickly than we can recognize. During these moments, the brain triggers physical changes such as increased pulse, faster breathing, heightened temperature, and elevated blood pressure. Most people have experienced this response when startled by something, like a sudden scare in a movie. These physiological shifts enhance survival instincts like better vision, sharper hearing, quicker reactions, and a surge of energy to either confront or escape danger.

While everyone experiences this occasionally, first responders encounter it not only in dangerous situations but also deliberately activate it when entering unknown environments. This constant activation of hypervigilance has a significant impact on biological functions. Over time, repeated stress can impair both psychological and physical well-being, as the body might struggle to return to its normal state. In some cases, this prolonged stress can lead to more severe issues like post-traumatic stress disorder (PTSD). However, this article focuses on managing day-to-day hypervigilance that hasn’t escalated to PTSD.

Addressing Hypervigilance 
The challenge with addressing hypervigilance among first responders is that it can’t—and shouldn’t—be eliminated. It's essential for both personal and public safety. Training exercises can’t stop emphasizing the importance of hypervigilance, as it needs to become second nature for responders. However, the prolonged side effects of constant alertness can harm both health and relationships. First responders are trained to see threats in every situation, making it difficult to simply "turn it off" when not on duty.

Since hypervigilance is necessary, the focus should be on managing its long-term effects. First responders, their agencies, and their families must understand how hypervigilance works. One important aspect is the "lower phase" of the hypervigilance cycle, which often sets in after responders finish their shifts. During this phase, they may experience exhaustion, apathy, detachment, or isolation at home. Over time, the body may struggle to return to a balanced state and fluctuate between extremes of hyper-alertness and emotional withdrawal.

Given time, the body can naturally restore its equilibrium, but this requires allowing adequate rest and engaging with loved ones. It typically takes 18 to 24 hours for symptoms to subside, but first responders must be aware of the need for recovery. Some may find this recovery phase uncomfortable or seek the excitement they experience on the job, especially newer responders. Establishing a healthy recovery routine early in their careers is crucial to prevent negative long-term consequences, such as strained relationships and unhealthy coping mechanisms.

Dr. Kevin Gilmartin has identified several warning signs that indicate poor management of hypervigilance, including:
• A desire for social isolation at home
• Reluctance to engage in non-work-related conversations or activities
• Reduced interaction with non-work friends
• Procrastination in non-work-related decision-making
• Infidelity
• Detachment from children's needs and activities
• Loss of interest in hobbies or recreational activities

These signs suggest that the first responder is overly focused on work, neglecting other important aspects of life. Maintaining balanced interests and social circles is key to healthily managing hypervigilance.

Agencies should train first responders not only to be hypervigilant but also to return to a normal state afterward. They should ensure that responders have enough time to recover before returning to work, even though this may be challenging due to staffing constraints. Prioritizing recovery will promote long-term health and morale. This approach should be consistent throughout a responder’s career, as hypervigilance can wear them down over time.

Families and loved ones should also be educated about hypervigilance and how to support responders during their recovery time. Encouraging balanced activities and hobbies can help first responders manage stress and avoid burnout.

Tips to Manage Hypervigilance:
• Exercise: Physical activity helps relax the body and mind, countering the effects of the adrenaline rush associated with hypervigilance.
• Maintain non-work social circles: Engaging in non-work-related conversations and activities allows first responders to detach from work and reduces stress.
• Pursue hobbies and activities: Engaging in enjoyable activities can alleviate the negative effects of hypervigilance and prevent the development of cynicism that can arise from long-term service.
• Time management: Scheduling beneficial activities ahead of time and sticking to the plan, even when feeling tired, can help maintain a healthy balance.
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By following these strategies, first responders can better manage the effects of hypervigilance, maintain their health, and preserve positive relationships outside of work.