In a world where fear has become a recurring headline, many employees are asking the same haunting question: How are we supposed to work when our communities are under attack?
Recently, reports from Chicago’s South Shore neighborhood described families being forcibly removed from their homes in ICE raids—children separated from parents and residents stripped of dignity. The Department of Homeland Security stated these actions were part of a crackdown targeting Venezuelan gang activity. Yet, for the people living through it, such justifications do little to ease the trauma.
These incidents highlight a deeper truth: systemic violence and fear do not stay outside the workplace—they follow people in.
Across the U.S., ICE raids have surged, while globally, conflicts and state-sanctioned violence—from the Congo to Morocco—continue to escalate. The American Civil Liberties Union (ACLU) has long warned that racial profiling and human rights violations are widespread under ICE’s 287(g) program.
Many still believe immigration raids only affect Latinx communities. But that’s far from true. Black, African, and Asian communities have also been targeted, such as during the Chicago raid that took place in a predominantly Black neighborhood. The pain of one community echoes through all others. Our oppressions are interconnected, and understanding that connection is the first step toward solidarity and healing.
Systemic racism and xenophobia don’t just happen “out there”—they deeply affect how people show up at work. Employees dealing with racial trauma may experience exhaustion, anxiety, or even physical symptoms such as insomnia or chest tightness. These are not abstract issues; they impact productivity, mental health, and the ability to engage meaningfully in daily tasks.
Leaders can no longer act as if global and national crises happen in a vacuum. Watching violence unfold in real-time—especially when it affects one’s community—creates what psychologists call secondary traumatic stress. Supporting employees through this means more than sending a memo. It requires tangible empathy: flexible schedules, safe spaces for discussion, and culturally competent mental health resources.
In times like these, silence feels like complicity. Companies must understand that “business as usual” is not possible for many employees. Organizational leaders should use their platforms to publicly denounce harm and stand in solidarity with affected communities.
Offering mental health days, employee assistance programs, and time-off flexibility are practical ways to demonstrate care. More importantly, leaders should encourage open conversations about race, fear, and identity in the workplace.
Despite the rising tension, there’s also hope—recent Gallup data shows that 8 out of 10 Americans now view immigration positively. This signals that compassion is growing. Even in fear, there is resistance. And in resistance, there is the power to heal and rebuild communities with empathy and courage.
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