Hiring Without Harm: A Trauma-Informed Approach

This article was co-written by Lindsay McClain Opiyo of Shared Impact Advisors and Melissa LaMarca Ferraro, DEL of Dr. Nonprofit, and has been cross-posted on both authors’ LinkedIn pages. The authors have also created a PDF carousel summarizing the article, available here.

So many folks across industries and sectors are navigating layoffs, career pivots, and major transitions. As of May 2025, approximately 7.2M people in the U.S. were unemployed. That’s millions who are managing resumes, applications, interviews, and rejections—often without clear feedback or even basic communication from recruiters or hiring managers.

Job searching can be traumatic, especially when it piles on top of existing stressors. Many people enter the process after a job loss, a toxic workplace, or long-standing experiences of systemic discrimination. They may already be in a tough financial or emotional state—and the process often reactivates deep fears of not being good enough, not being chosen, or not getting one’s needs met.

Too often, hiring processes reinforce those fears, whether intentionally or not. Many job seekers describe how AI tools and automated systems only deepen the sense that their applications are disappearing into a black hole, unseen by any human who truly values what they bring.

Recruiters and hiring managers can’t remove all the uncertainty that comes with a job search—but they can choose not to add to it. In this article, we offer simple, intentional ways to reduce (re)traumatization in hiring and recruiting. A trauma-informed approach won’t solve everything, but it can make the job search experience more human, equitable, and kind.

What is trauma-informed care – and what does it have to do with hiring?

According to the American Psychological Association, trauma is “an emotional response to a terrible event.” After a traumatic experience, it’s common for people to feel shock or denial at first. Over time, they may experience a range of emotional or physical responses, such as mood swings, flashbacks, tension in relationships, or even physical discomfort, that can linger for a long time.

Trauma-informed care emerged within health and human services as a way to better support individuals who have experienced trauma. It recognizes how trauma can shape behavior, mental health, and relationships—and responds by creating environments that are sensitive, supportive, and empowering.

The Substance Abuse and Mental Health Services Administration (SAMHSA) offers six core principles that define a trauma-informed approach. These principles are designed to create environments where people feel safe, respected, and supported:

• Safety – Physical and emotional safety for everyone involved

• Trustworthiness and Transparency – Clear, honest communication and expectations

• Peer Support – Building connection and shared understanding

• Collaboration and Mutuality – Leveling power dynamics and working together

• Empowerment, Voice, and Choice – Centering individual strengths and giving people agency

• Cultural, Historical, and Gender Responsiveness – Recognizing and honoring diverse identities and experiences

While trauma-informed care began in healthcare and social services, its principles apply to any setting that involves human interaction—including hiring. When applied to the recruitment process, a trauma-informed lens helps to reduce harm, build trust and equity, and strengthen your reputation and brand.

You don’t have to be an expert in trauma to bring a trauma-informed approach into your hiring. It’s not about choosing between care and performance. In fact, prioritizing candidate experience can improve outcomes like new hire retention, engagement, and reputation—key success metrics for any recruiter or hiring manager.

So, we ask:

• What would it look like if hiring processes left people better off—whether or not they were hired?

• How might candidates feel more empowered, seen, and valued throughout the hiring process?

10 simple shifts towards trauma-informed hiring

You don’t need to be a clinician or therapist to bring trauma-informed practices into your hiring process. You just need intention. Here are 10 ways to begin:

1. Post salary ranges. Sharing compensation up front isn’t just an equity practice—it’s trauma-informed. Applying for a job takes time, energy, and emotional investment. When salary expectations aren’t aligned, both candidates and hiring teams can waste valuable effort. Transparency from the start prevents that disconnect, shows respect, and builds trust. As of June 2025, at least 16 states have enacted some form of pay transparency legislation at the state or local level—with more expected to follow. Don’t wait for a mandate—lead with clarity.

2. Automate thoughtfully—and communicate like a human. AI and automation are here to stay in hiring, but they should enhance—not replace—people-centered, relational practices. At a minimum, always acknowledge when an application is received. Make sure automated messages sound like a real person wrote them. Use your applicant tracking system (ATS) to provide timely updates. If nothing has changed, a decision is delayed, or a timeline has shifted—say so. Silence breeds stress. One model example: The Land Trust for Tennessee recently emailed all applicants for a role to acknowledge a delay in their hiring process. They clearly communicated a new timeline and invited candidates to let them know if the updated schedule no longer worked for them. The message closed with the hiring manager’s contact information—offering transparency, choice, and a real point of contact, even in an automated update.

3. Be clear about the process. Let candidates know what to expect—ideally in the job description or in the first conversation. Thoughtfully plan these in advance. Share how many interviews there will be, who they’ll meet, when they can expect updates, your target offer timeline, and the intended start date. A job search has to fit into people’s real lives. Without clear timelines, candidates are left in limbo, unable to plan for things like taking a vacation, traveling to visit family, signing their kids up for summer camp, or deciding whether to renew a lease. Candidates are often trying to balance multiple opportunities and may feel intense anxiety about accepting one offer while waiting to hear from another. When you’re transparent about your process and timeline, you give people the information they need to make thoughtful, less stressful decisions—not just about work, but about life.

4. Acknowledge the emotional weight. Job searching is emotionally demanding. As we said in the opening, it often comes on the heels of a layoff, workplace trauma, or a difficult life transition—and it can reactivate deep-seated fears of rejection, scarcity, and not being enough. Hiring managers and recruiters can create a more supportive process simply by naming that reality. Acknowledge the time, energy, and vulnerability candidates are investing. Let them know you see and appreciate their effort. You can also create space for candidates to show up as they are—especially during interviews. If you have expectations around dress code for video or in-person meetings, say so ahead of time. A simple note like “Business casual is welcome but not required—please come as you’re comfortable” can ease unnecessary stress and affirm that you value the person, not just the performance.

5. Respect candidates’ time—at each stage. Be intentional about what you ask for, when, and why. Structure your process in thoughtful stages, requesting more only as needed—and in ways proportionate to the role's seniority. Start with only what you need to make an informed early decision—often just a resume and cover letter. Hold off on requesting references until the finalist stage, allowing candidates to honor their references’ time and maintain goodwill in their professional networks. If you include assessments or presentations, offer something in return: feedback, insight into how your team works or thinks, or even compensation. These small acts of reciprocity build trust and show candidates their time is valued.

6. Help candidates feel ready—and truly seen. Interviews can be stressful—especially for those navigating uncertainty or past harm. Simple, thoughtful steps can help candidates feel confident and supported. Before a panel interview, offer a prep call or send a one-pager about who they’ll meet and what to expect. Check in before and after when possible—even a short feedback message can go a long way. During the conversation, create space early for candidate questions to signal this is a two-way dialogue. Reflect back what you hear to show you’re truly listening and give then opportunity to offer any clarifications or additions to what you’ve heard.

7. Be transparent about role realities. Every job has challenges—and being upfront about them builds trust. If your team is in transition, the pace is fast, or expectations are still evolving, say so. Transparency helps candidates make informed decisions and sets the stage for a stronger working relationship down the line. Being honest about the role’s realities doesn’t scare away great candidates—it attracts the right ones, which is everyone’s ultimate goal. Many job seekers have experienced bait-and-switch scenarios or vague promises that didn’t match the actual work. Clear communication signals integrity and helps ensure mutual alignment from the start.

8. Be clear about where they stand. Clarity is kind. If someone isn’t a top candidate, let them know early so they can focus their time and energy on other opportunities. Share how many applicants are moving forward at each stage—it helps candidates stay grounded and realistic about their chances. If you’ve had a conversation with someone, don’t ghost them. Whether or not they advance, follow up. If they’re not selected, thank them for their time, acknowledge what stood out in their application or interview, and offer any advice for their next steps. Finalists, in particular, deserve more than a generic automated message—they’ve invested deeply and shown serious interest. One recruiter once told Lindsay, “I’ll never let you miss out on another opportunity waiting around for a job you’re not a top contender for.” That kind of candor shows care—and humanity like that can prevent the spiraling and second-guessing many candidates face during long, uncertain waits.

9. Support their growth—whether or not you hire them. Help candidates put their best foot forward by sharing resources early in the process. A one-pager on how to prep for interviews at your organization, common questions, or what success looks like on your team can go a long way in making people feel prepared—and like you’re rooting for them. Even when a candidate isn’t selected, there are meaningful ways to show care. After learning she wasn’t moving forward, Melissa received a follow-up meeting with a recruiter at NPAG who shared feedback on the process and a takeaway list of nonprofit recruiters and job boards. It was simple, generous, and incredibly kind. As another example, Ingram Content Group offers six months of complimentary access to a career development platform for candidates who don’t move forward. This gives people practical tools for resume building, networking, and interview prep—helping them keep momentum, even if this role wasn’t the right fit. Small gestures like these build lasting goodwill—and help turn candidates into champions of your organization or company.

10. Pay it forward with strong candidates. Not everyone you don’t hire is a “no.” Sometimes, they’re just a “not here” or “not right now.” If someone makes it far in your process, consider how you can support their next step. Leave a positive note in your applicant database. Share other relevant roles with them. Make a warm introduction to someone in your network. We’ve both had experiences where we weren’t selected for a finalist role—only to be recommended by the recruiter or hiring manager for another opportunity that led to interviews and new connections. Sometimes, the best thing you can do is help a great candidate find their “yes” somewhere else.

The way we hire matters

You don’t need to completely overhaul your hiring process to make it more trauma-informed. Small shifts—rooted in care, clarity, and humanity—can make a big difference.

When people feel seen and respected, whether or not they get the job, they leave with their dignity intact. That’s better for candidates. It’s better for your organization’s reputation. And it’s better for the communities you serve.

Because the hiring process can hurt—but it doesn’t have to.

We’d love to hear from you:

What small change could you make to bring more care into your next hire? What would it look like to leave every candidate better off than when they applied?

About the authors

Lindsay McClain Opiyo is the Founder and CEO of Shared Impact Advisors, helping funders and social impact organizations bridge strategy and practice—embedding values like equity, dignity, and care into operations. If you're exploring trauma-informed approaches to hiring, grantee support, or internal systems, Lindsay is happy to connect at www.sharedimpactadvisors.com.

Melissa LaMarca Ferraro, DEL is the founder of Dr. Nonprofit, a leadership development firm grounded in the Introspective Trauma-Informed Leadership (ITIL™) framework. She recently launched the Nonprofit Leadership Council, a peer space for women nonprofit executives—now accepting applications.