By Julie-Anne Peake, Clinical Psychologist
Motivation to Serve
People drawn to emergency services are motivated by more than adrenaline. Large-scale studies show their primary drivers are community, self-image, and competence, meaning the sense of belonging, purpose, and capability that comes from helping others. In a survey of over 5,000 emergency response volunteers, “community” was the strongest predictor of continued service, followed by self-image and competence (Prytz et al., 2023).
Other research supports this. Many responders describe wanting to “make a difference,” “help their fellow human beings,” or “be part of something meaningful” (Sørensen, 2021). For HR and leadership, this means that recruitment and retention strategies should go beyond pay or status. They should highlight purpose, teamwork, and professional growth, the psychological rewards that sustain people in demanding roles.
Trauma Background, Belief Systems and Cognitive Styles
There are several large scale studies that focus on trauma and resiliency whilst in service but little research on whether adverse life experiences or a history of trauma creates a personal motivation to engage in emergency service roles, pre-selection. There is some antedotal evidence which suggests this, but no large scale studies.
What we do know is that ESW are at a higher risk of developing a variety of mental health problems (see my previous article here). We also know that a person’s background shapes how they respond to crisis. Prior life adversity or trauma can influence how someone experiences and interprets stressful events on the job. The Black Dog Institute notes that “personal life experience … can all shape how we experience a traumatic event” in emergency service work (Black Dog Institute, 2023).
Some research suggests that people with prior exposure to difficult or traumatic events may develop higher self-efficacy, the belief in one’s ability to cope, even though they can also experience subclinical trauma symptoms (Roditi et al., 2019). Personality traits such as conscientiousness, emotional steadiness, and sensation-seeking are common in this workforce, as are belief systems that emphasise helping, action, and responsibility. These qualities can make responders effective under pressure but also more prone to over-functioning or self-neglect.
While some emergency service workers may have lived through previous adversity or trauma, research does not show that these experiences consistently drive people to choose the work. What is important for HR and frontline leaders to recognise is that such experiences, and any related coping styles, may be under-reported. Many emergency service organisations include psychological assessments designed to screen for vulnerability or maladaptive coping before selection, which can discourage applicants from disclosing past trauma. This means undetected trauma histories may still exist within the workforce, highlighting the need for ongoing trauma-informed support rather than reliance on pre-employment screening alone.
Coping Strategies and Increased Risks
Emergency services workers use a variety of coping mechanisms, both adaptive and risky. Effective strategies include strong team bonds, structured debriefing, supervision, and skill mastery. These protect against burnout and help build resilience (Roditi et al., 2019).
However, the same dedication that sustains performance can increase risk. Overexposure to traumatic scenes, alarm fatigue, moral injury, and lack of rest are known contributors to psychological distress (Fogarty & Buchholz, 2021). Responders with prior trauma histories may have heightened vulnerability, even if they appear competent and composed. When organizations neglect ongoing mental health support, the cost is cumulative, affecting wellbeing, performance, and retention.
Implications for Healthy Employment Practice
For HR professionals, managers, and peer leaders, understanding who your people are and what shapes them is key to prevention and care.
- Recruitment and screening: Evaluate for values fit, resilience, and readiness for high-stress work, not just technical skill.
- Training and onboarding: Reinforce purpose, identity, and competence alongside procedures.
- Ongoing support: Normalise check-ins, peer support, and access to professional help.
- Manage workload: Monitor alert frequency and shift patterns to prevent fatigue.
- Trauma-informed culture: Assume trauma exposure exists within the team. Create psychologically safe spaces for disclosure and recovery.
- Skill building: Offer cognitive flexibility and emotional regulation training, skills linked with resilience and sustained wellbeing (Mason & Vestergren, 2022).
Summary
The people who run toward danger are complex and deeply motivated. Their reasons are grounded in community service, identity, and competence, but also shaped by personal history and belief systems. Some may carry past trauma or hidden vulnerabilities, unseen during screening. A trauma-informed workplace recognizes this and invests not just in training, but in understanding. Knowing your people is not only compassionate, it is essential for sustainable, healthy employment.
References
Black Dog Institute. (2023). Understanding PTSD in Emergency Service Workers. Retrieved from https://www.blackdoginstitute.org.au
Fogarty, A., & Buchholz, K. (2021). Trauma and Mental Health Awareness in Emergency Services Workers. Frontiers in Psychiatry, 12, 6418. https://pmc.ncbi.nlm.nih.gov/articles/PMC8122678
Mason, R., & Vestergren, S. (2022). The Relationship Between Resilience and Psychological Wellbeing Among Emergency Service Personnel. Heliyon, 8(3), e08987. https://doi.org/10.1016/j.heliyon.2021.e08987
Prytz, E., Norrblom, P., Pilemalm, S., Andersson Granberg, T., & Jonson, C-O. (2023). What Motivates and Demotivates Emergency Response Volunteers? Scandinavian Journal of Trauma, Resuscitation and Emergency Medicine, 31(38). https://sjtrem.biomedcentral.com/articles/10.1186/s13049-023-01101-0
Roditi, E., Bodas, M., Jaffe, E., Knobler, H.-Y., & Adini, B. (2019). Impact of Stressful Events on Motivations, Self-Efficacy, and Development of Post-Traumatic Symptoms Among Youth Volunteers in Emergency Medical Services. International Journal of Environmental Research and Public Health, 16(9), 1613. https://doi.org/10.3390/ijerph16091613
Sørensen, J. L. (2021). “Fight or Flight” A Study of Frontline Emergency Response Motivation. Journal of Risk and Crisis Communication, 8(3), 123–139.
#HealthyEmploymentSeries #EmergencyServices #TraumaInformedLeadership #WorkplaceWellbeing #PsychologicalSafety
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