Rebuilding stamina after a prolonged crisis
After a crisis, reduce residual demands deliberately. A return to the old diary is not necessarily a return to sustainable work.
The performance question
Incident calls may end while investigations, customer repair and unfinished normal work continue. Identify those residual tasks before asking the team to resume its full portfolio. Treat reports of continuing exhaustion seriously without assuming everyone needs the same recovery timetable.
What the evidence supports
HSE identifies prolonged exertion and sleep loss as fatigue factors. NICE NG212 recommends plans for traumatic events and support for employees. Its guidance does not prescribe a standard recovery programme or justify an employer diagnosing trauma.[1][2]
A practical approach
List the crisis work still open, assign owners and remove unnecessary incident routines. Stagger the restart of deferred projects and provide cover for time away. Offer confidential professional support and occupational health advice where appropriate. Give staff a route to discuss adjustments without requiring personal disclosures to the wider team.
How to review progress
Review whether hours and unexpected demands have genuinely reduced, and ask individuals about workable arrangements privately. Escalate persistent health concerns to appropriate professionals. A return to normal output should not be used as the sole evidence that recovery is complete.
Sources and references
- Human factors: Fatigue Opens in a new tab
Health and Safety Executive
Why fatigue matters and key principles for managing working hours
- Mental wellbeing at work Opens in a new tab
NICE
NG212 sections 1.1 to 1.6: strategy, environment, managers and individual support