5. Main findings
The vulnerability of charity staff
CEOs and senior managers in all sectors have a responsibility to care for staff in the working context. Health and safety regulations and employee protections such as the Disability Discrimination Act cover reasonable adjustments and sickness policies; organisations may also have their own initiatives, such as well-being representatives and support networks, to help staff manage their mental health. However, the working group identified some specific features of the voluntary sector that can make workforces particularly vulnerable to mental ill health, meaning targeted interventions from charity leaders to manage wellbeing may be necessary.
Charities exist for public benefit, and delivering their mission is their first priority. It is not uncommon for staff salaries to be dependent on specific pots of funding or contracts which can end at short notice. A consistent narrative in the media of poor public trust in charities and excessive spending often frames staff salaries as an unnecessary expense. This can embed anxieties about sustainability of roles and organisations, and contribute to high staff turnover.
People are often motivated to work for charities because of their passion for a cause. Their commitment can come from lived experience of or a personal connection to an issue, which can make their day-to-day work emotional, triggering or distressing. The sector greatly values lived experience within their workforce: a closeness to the issue within staff teams makes services more relevant and responsive to need. Staff with lived experience of the issue they are working on bring invaluable insight and expertise but may need additional support to cope with the demands of their workplaces on their wellbeing.
The issues that charities tackle can make all staff and volunteers vulnerable to trauma, and emotional support is essential to ensure people can carry out their work in ways which are safe for them.
For many potential employees, the charity sector’s existence for social good may indicate that it is inclusive and promotes supportive working environments. The sector speaks regularly about being values-led, and those who know they experience poor mental health may be attracted to the sector because of this, especially if state provision is not meeting their needs. However, even if values are well-established they may still sit in tension with issues of resource that can create stress and anxiety for staff. For example, the NCVO Almanac 2020 showed that 52% of employees were missing the technical or specific skills necessary to perform their role1, for many charities, unrestricted core funding that can be used for basic training to fill skills gaps and help staff feel confident in their work is scarce. Away days, retreats, individual counselling or coaching may be entirely out of reach. A warmer office with good plumbing and a better location may improve staff wellbeing, but is often not seen as a funding priority.
Leaders often feel the tension between putting a bit more money on the frontline or investing in the wellbeing of staff and volunteers.
- National Council for Voluntary Organisations (2020) UK civil society Almanac 2020: Workforce. National Council for Voluntary Organisations. Available at: https://data.ncvo.org.uk/workforce/skills-and-training/#skills-gaps [accessed 27 August 2020].
