Mental health for charity workers

People who work in charities often spend their days supporting others through some of the most difficult experiences imaginable. But the emotional weight of that work is rarely acknowledged - and the people doing it are often the last to ask for help themselves.

This guide is for paid charity staff, volunteers, trustees and anyone whose work involves supporting people through difficulty.

Compassion Fatigue

Compassion fatigue is the emotional and physical exhaustion that comes from caring for others over time. It is not a weakness - it is a natural consequence of absorbing other people's pain.

Signs

Feeling emotionally numb or detached from the people you help
Difficulty caring about things you used to care about deeply
Irritability or frustration with service users, colleagues or the system
Dreading work or avoiding certain cases
Difficulty sleeping or experiencing intrusive thoughts about work
Feeling guilty for not doing enough, even when you are doing everything you can
Physical exhaustion that rest doesn't resolve

What helps

Acknowledge it. Compassion fatigue is not a personal failure. It is a signal that you need support.
Talk to your manager or supervisor. If your organisation has clinical supervision, use it. If it does not, advocate for it.
Debrief after difficult cases. Do not carry them alone.
Set emotional boundaries. You can care deeply without absorbing everything.
Take your leave. Annual leave exists for a reason. Do not sacrifice it because "the team needs me".

Volunteer Burnout

Volunteers are often the backbone of charity work, but they can be especially vulnerable to burnout because boundaries are less clear, expectations can creep upward, and saying no feels harder when the work is unpaid.

For volunteers

You are allowed to set limits on your time and availability
"I can do Tuesdays and Thursdays" is a complete sentence
If your volunteering is making you anxious or unhappy, that is a sign to step back - not push through
You do not owe unlimited availability because the cause is important
Talk to the volunteer coordinator if you are feeling overwhelmed

For organisations managing volunteers

Check in regularly - not just about tasks, but about how they are feeling
Make it clear that stepping back is okay and welcome
Provide proper inductions, training and support - do not assume volunteers can handle everything because they "chose to be here"
Create clear role descriptions with defined hours and expectations
Recognise and thank volunteers - not just when they leave

Safeguarding Stress

If your work involves safeguarding - handling disclosures, working with vulnerable adults or children, managing risk - the emotional toll can be significant.

You should never be the only person carrying a safeguarding concern. Escalate, share and debrief.
Follow your organisation's safeguarding procedures - they exist to protect you as well as the person at risk
If you hear a disclosure that stays with you, talk to your supervisor or a colleague
Organisations should provide safeguarding-specific supervision, not just operational check-ins
If you are not receiving adequate support, say so - or contact an external safeguarding body for guidance

For Managers and Trustees

If you manage or oversee charity staff and volunteers, their wellbeing is part of your responsibility.

Practical steps

Normalise conversations about mental health at work - not as a one-off initiative, but as part of regular culture
Provide or fund clinical supervision for staff in emotionally demanding roles
Monitor workloads - if someone is consistently working beyond their hours, that is a management issue, not a commitment issue
Lead by example: take your own leave, set boundaries, be honest about your own wellbeing
Ensure exit interviews include questions about wellbeing and workload
Include staff and volunteer wellbeing as a standing item in trustee meetings

Boundary-Setting Scripts

Sometimes the hardest part is finding the words. Here are some starting points:

"I care about this work, but I need to protect my capacity so I can keep doing it well."
"I can't take on that additional responsibility right now. Can we look at who else might be able to help?"
"I'm finding the current workload unsustainable. Can we talk about priorities?"
"I need to leave on time today. I'll pick this up tomorrow."
"I'm going to take my annual leave without checking emails. Here's who can cover."
"This case has affected me. Can we debrief?"

Where to Get Support

Samaritans: Call 116 123 (free, 24/7) - for anyone, not just people in crisis
Crisis Text Line: Text SHOUT to 85258
Your GP: Book an appointment to discuss work-related stress or mental health
Your organisation's EAP: If your charity has an Employee Assistance Programme, use it - that is what it is for
Your supervisor or manager: If you trust them, be honest about how you are doing