Wisconsin employers, economic developers, workforce boards, and policymakers are all asking the same question: Why is it so difficult to attract, retain, and sustain a strong workforce?
The usual explanations are familiar—labor shortages, skills gaps, demographic shifts, and competition for talent. While these factors matter, they do not tell the whole story.
There is another workforce issue hiding in plain sight: childhood trauma.
Research on Adverse Childhood Experiences (ACEs) has demonstrated that early-life adversity can influence health, behavior, educational attainment, and workforce participation throughout adulthood. ACEs include experiences such as abuse, neglect, household dysfunction, exposure to violence, and other significant childhood stressors.
In Wisconsin, more than 60% of adults report at least one ACE. These experiences can affect physical health, mental health, resilience, decision-making, and long-term employment outcomes.
Why ACEs Matter to Wisconsin’s Workforce
When people think about workforce development, they often focus on skills training and recruitment. However, workforce participation is also influenced by health, stability, and well-being.
Research shows that individuals with higher ACE scores are more likely to experience:
- Chronic health conditions that affect work attendance and productivity
- Anxiety, depression, and stress-related challenges
- Difficulty maintaining long-term employment
- Increased absenteeism and presenteeism
- Challenges with workplace relationships and trust
- Reduced resilience during periods of organizational change
- Higher rates of burnout and disengagement
These challenges do not reflect a lack of talent or motivation. They often reflect the long-term effects of adversity that began decades earlier.
The Hidden Cost to Wisconsin’s Economy
The economic impact of ACEs extends far beyond healthcare costs.
Workforce disruptions linked to childhood adversity can contribute to:
- Lower employee retention
- Reduced productivity
- Increased healthcare expenditures
- Greater disability-related costs
- Higher turnover rates
- Reduced workforce participation
- Lost economic potential across communities
For businesses already struggling to fill positions, these hidden costs can have significant consequences.
What Workforce Leaders Can Do
The encouraging news is that ACEs are not destiny.
Organizations and communities can take meaningful steps to improve workforce outcomes through trauma-informed approaches and prevention-focused strategies.
Examples include:
- Building psychologically safe workplace cultures
- Expanding employee support and wellness resources
- Investing in leadership training focused on resilience
- Supporting mental health initiatives
- Strengthening community-based prevention programs
- Creating workplace environments that foster trust, stability, and belonging
When employees feel safe, supported, and understood, they are more likely to thrive.
A Workforce Development Strategy for the Future
This conversation does not belong solely in healthcare settings or classrooms.
It belongs in:
- Economic development organizations
- Chambers of commerce
- Workforce development boards
- Human resource departments
- Business leadership teams
- Local and state government agencies
The most competitive communities of the future will be those that understand the connection between childhood experiences, adult well-being, and workforce success.
Wisconsin already has the data. It has committed leaders and innovative organizations. The next step is recognizing that workforce development is not only about preparing workers—it is also about understanding the experiences that shape them.
The conversation is long overdue, but the opportunity is here.
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Wisconsin’s Workforce Crisis: How Childhood Trauma and ACEs Impact Employee Retention and Economic Growth
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Learn how Adverse Childhood Experiences (ACEs) affect Wisconsin’s workforce, employee retention, productivity, and long-term economic growth.
