2017 salary survey - what's the outlook for charity marketers?
Here's the view from our marketing specialists...
For all the marketing, communications, PR and digital salary figures, view or download the full 16-page survey here
It's been another very strong year of opportunities for marketing and communications professionals across the charity sector: our six-strong team of specialists in this area have been hard at work filling more roles than in any previous year, with the demand for talent at all levels remaining consistently high.
That's perhaps not surprising, given the key drivers of that demand have remained consistent too: increased competition for funding, ongoing media scrutiny and a shortage of skills in key areas.
According to the Charities Aid Foundation's latest UK Giving Report, as individuals we're giving as much as ever to charitable causes - a total of £9.7bn in 2016, versus £9.6bn the previous year. But with an ever-increasing range of causes to support and ways of doing so, marketers are having to work harder and smarter to maintain their position, profile and share of those donations.
Many aim to do so through innovation, in the form of new fundraising methods, new marketing channels, new ways of engaging with their supporter base and attracting more. And while these can provide exciting new opportunities, the proliferation of platforms can also present new challenges for communications professionals who need to ensure the charity's values and virtues are projected (and protected) in the most effective way for each channel, often requiring not only more staff but more specialist skills too.
That's particularly noticeable when it comes to digital roles where we've seen a 35% increase in hiring, on top of a similar increase in the previous year.
Yet there's still plenty further to go - surveys throughout the year have shown that in a post Ice Bucket Challenge world, few still need convincing of digital's potential, but progress and expansion is held back by the difficulty of attracting staff with the necessary skills.
This frequently means searching out of sector, since charity digital specialists don't yet exist in anything like the numbers needed to meet the demand. But in common with most third sector roles, charity salaries for the required skillsets are often considerably lower than their commercial counterparts, making it particularly challenging to attract digital talent across the divide, and fuelling fierce competition for those already in the sector.
Naturally those factors can't help but lead to pay increases but what's particularly noticeable in the digital arena is the sheer variety of roles and range of salaries on offer. That's because, unlike long-established, well-understood roles in more traditional marketing and communications (where salaries slide more sedately upwards this year), many digital positions are among the first of their kind within the organisation. They'll have new responsibilities, rapidly-evolving remits, no real benchmarks and quite often, if we're all being entirely honest, few who understand their role well enough to assign any kind of definitive value to their work.
We hope our survey can provide some help in that regard but with the sheer diversity and speed of evolution within digital roles it's possible that, rather like the web itself, there'll be plenty of under and over-valuations before the market matures and settles at more consistent salary levels.
But it's not just the new kids on the block who are in demand. We've seen increased activity within policy and research over the past year - perhaps not surprising given the fast-changing political climate.
Recent battles over the Lobbying Act, a flurry of elections, new ministers and policies, increased public willingness to protest, petition and campaign plus of course the myriad consequences of last summer's referendum (not least on EU and government funding) will surely make roles in this area vital to their respective organisations for some time to come, even if this has yet to translate noticeably into salaries.
If you'd like any more information on salaries within any area of marketing and communications, please call our Marketing team on 020 7820 7333 or email email@example.com
Meanwhile for the complete figures for marketing and all other major charity job functions, view or download the full survey here.
We’re always open to adding new faces to our friendly and diverse team – find out more about what it’s like to work for us, the opportunities available and the kind of people we’re looking for.
Recently expanded into our new South West office, our executive team offer bespoke recruitment solutions for CEO, chair, senior management and trustee positions, with an exceptional track record of success.
Our hugely popular series of inter-charity competitions includes bowling, quiz nights and lead sponsorship of the London Charity Softball League! Get the lowdown on those and more events here.
Can we realistically put in the hard work to achieve our career goals but avoid burnout? How do we set personal and work boundaries when technology blurs the perimeters and we’re expected to be ‘always on’? This month, guest writer Nicola Greenbrook explores why it’s essential for our health, wellbeing and productivity to not always be working. How do you switch off? No, let me rephrase that. Do you ever switch off? Findings from some highly credible research I recently commissioned (a straw poll via Facebook and Instagram Stories) indicated that the majority of people find it very difficult, if not impossible, to disengage from their job at the end of the working day. Always on Some key themes emerged from my study. Almost all respondents never, ever switch off entirely and an ‘always on’ mentality was the norm. Most permanently keep an eye on emails and remain digitally visible to their manager or team even when on holiday overseas. Many were secret email-checkers outside of work; sneaking away from their partner to hide in the loo and catch up, or were ‘just popping back to the apartment’ on holiday to check in. For others, although they left work on time due to childcare responsibilities or to meet friends, the reality was this; when the children were in bed, or once the night out was over, they automatically started working again. For many people, work is their life. If you’re a CEO, single-handedly running your own business or have been recently promoted to managerial level, it’s helpful to keep things ticking over out of hours. Sometimes burning the midnight oil or waking at 4.00 am with the sweats was down to sheer excitement, or with a fantastic idea pinging into their head. However, this was often countered with constant worry and anxiety about work tasks building up or having too much to do if they switched off. So, always on. Working 9 - 5 (or 11, if you're at home) According to the ONS Labour Force Survey, as reported by BBC News, more than 1.54 million people work from home for their main job - up from 884,000 ten years ago. Working from home may offer freedom and flexibility, but it can be difficult to resist the urge to do ‘just one more thing’, to skip breaks and lunch or to set a definitive finishing time. Jen David, an experienced CV Consultant is familiar with the ‘always on’ mentality as she works exclusively from home. She knows all too well the challenges of ‘splitting yourself in two when it’s not possible to finish by the time the school run is due; flicking between the work screen and the homework screen’. In her article for CV Library, she shares her strategies for staying focused at home and not succumbing to the domestic distractions but, importantly, knowing when to stop. Why always on needs to be off People Management magazine reports on the prevalence of the ‘always on’ mentality which can be a downside of more empowering flexible working methods. The CIPD’s Health and Wellbeing at Work Survey 2018, notes the increase of ‘leaveism’ which has been observed in nearly two-thirds of organisations over the last year. The concept may be new, but it’s likely that HR professionals, as well as individuals themselves, will be familiar with the behaviours - which include catching up on a backlog of work while on annual leave, taking work home or working when sick. Habitually working during what should be relaxing time is not only unhealthy, but could have a detrimental impact on individual performance and organisational productivity. Could it be that the more frequently we check emails, the less productive we come? In our attempts to be efficient, are we burning ourselves out and becoming more stressed? The World Health Organisation now recognises burn-out as a medical condition whose characteristics include ‘feelings of energy depletion or exhaustion’ and ‘reduced professional efficacy’. If you find it hard to unplug, you may keep working through the stress and fatigue - which for some is a badge of pride or honour - without realising the damage you could be doing. How to switch off How do we find the right balance between nailing our professional accomplishments and not compromising our mental wellbeing? In her book How to Not Always Be Working, author Marlee Grace believes that one of the most fundamentally important things you can do to unplug, is to turn your phone off and step away. Even if your work is your passion, the spirit of this idea still applies; with no phone, you’re connecting with the world, but not digitally watching it. Here are some other tips to help you switch off: ►Make the ‘one more thing’ you do a small task which, according to The Harvard Business Review, ends your day on a positive note of completion. A short phone call, signing a document or firing off a quick email response can give you a gratifying sense of one less thing to do tomorrow, without pushing yourself too hard. ►Use your lunch break as the cornerstone of your mission to unplug. Arrange a team get together, take your book to the park or seek out local, free activity that powers your legs and/or your brain. This Time Out is particularly good if you’re London-based and need some digital-free headspace. ►Try to lead by example; if your team perceive you as being permanently available there’s the risk of blurring the message and setting unhelpful expectations. ►Let voicemail take over on a non-working day; allow calls to go straight to voicemail so you can field the non-urgent ones and decide how to prioritise any issues. This avoids getting caught in the ‘yes’ trap if you’re caught off guard, or rushing into decisions. ►Preserve your personal time - and DO NOT compromise on this. The more you sacrifice seemingly insignificant parts of yourself or your life for work - like sleep, books, TV or time with friends - the more resentful, unhappy and ultimately unproductive you may become. Trying reading on your commute rather than scrolling or emailing, and keep your phone out of sight. It feels really, really good. ►Set a time slot - If you really must keep on top of things outside of any traditional working hours and doing ‘one more thing’ enables you to crack on with XYZ with a clear conscience and nothing hanging over you - proceed. However, set yourself a time slot; like one hour on a Sunday evening to nail your Monday to-do, but then be strict with yourself and don’t sneak back in. If you’re always switched on, now might be the best time to reframe how, and why, you work the way you do. If you don’t respect your time, then how will you expect others to? Try it today, this evening or tomorrow (if you’re reading this at 2.00am, while checking emails instead of sleeping)... Nicola Greenbrook - HR Specialist & Freelance Writer Contact Nicola More from Nicola Greenbrook: ► I quit! How to leave a job gracefully ► How to be productive at work ►How to turn rejection into a success story ► Back to the blog homepage
With the first ever London Climate Action Week kicking off from Monday 1 July, we’re delighted to welcome a guest feature from Harriet Lamb, CEO of sustainable energy champions Ashden, an inspiring organisation we’ve enjoyed recruiting for on many occasions. Given the number of fantastic charities we work with throughout the sector, singling out one particular cause to throw our burgeoning weight behind can be problematic: it's rather like trying to choose your favourite child out of literally hundreds (though with that many children you’d presumably be far too exhausted to decide on anything, we should think). But when it comes to preventing climate catastrophe, few but the most orange of presidents could disagree that it's one of, probably the most important issue of our times. However noble and essential every other objective may be, without a habitable planet we suspect they'd become what Joey Tribbiani would consider a ‘moo point’ in very little time at all. So how can we make a difference in our everyday lives? Over to Harriet, who shares some valuable and innovative ways for charities, their staff and indeed anyone else to enjoy a greener daily commute. -------------------------------------------------- Green solutions to commuter misery How often do your colleagues arrive at the office tired and flustered thanks to a nightmare commute? Workers around the country are reaching their desks in a foul mood, miserable before they’ve even powered up their computers. With just a few days to go until London Climate Action Week, we should remember that clogged roads aren’t just creating stressful delays. They’re increasing air pollution that triggers serious illness and kills up to 36,000 people a year. Toxic fumes are also speeding up global warming, with scientists warning that we have just 10 years to tackle the climate emergency, maybe less. It’s a gloomy situation – but solutions are at hand. Sustainable energy innovators are creating happier journeys while cleaning up our air. So how could their smart thinking transform our commutes – and help employers create a healthier, happier workforce? ____________________________ Electric vehicles are here to stay Millions of us love the freedom of four wheels, with two-thirds of the UK’s commuting journeys made by car. But all too often the driver is alone in splendid isolation, particularly if they are going to and from work. One answer filling the headlines is electric cars. New models are constantly hitting the market, with sales boosted by improving technology, falling costs and a greater public awareness of climate change. Last year energy giant BP bought Chargemaster, creator of the UK’s largest public charging network. At the time, BP predicted the number of electric vehicles in the UK would grow from the current total of 135,000 to 12 million by 2040. Of course, we won’t hit top speed as a nation of truly green commuters until companies like BP ditch fossil fuels – but their move into electric charging at least shows how quickly green innovation can go mainstream. Lift sharing and green deliveries Elsewhere, people are joining forces to cut carbon emissions through lift sharing. Companies such as Liftshare offer an app that helps people set up shared journeys, and also work directly with employers to set up workplace lift sharing schemes. In 20 years they’ve saved 800 million car miles working with organisations such as Boots, Bupa, Jaguar Land Rover and the NHS. That’s equivalent to 1,674 return trips to the moon. Of course, our roads aren’t just clogged because of the work commute. Another reason is our online shopping obsession – which has unleashed a flood of vehicles chauffeuring our groceries, takeaways, fast-fashion bargains and Amazon packages. But convenience doesn’t have to trigger sky-high carbon emissions. Logistics company Zedify is using pedal-powered cargo bikes and trikes, as well as electric vans, to deliver parcels in cities up and down the UK. So next time you order a hat, hoodie or pair of headphones, it could arrive guilt-free on two or three wheels. They work with businesses of all sizes from – independent shops to e-commerce giants. Partnering with them is a great way to boost your organisation’s green credentials. Of course, there’s still a carbon cost to manufacturing electric vehicles – and until the UK electricity grid only uses renewable energy, charging them still relies on polluting fossil fuels. So, can we get even greener? Better places to walk and cycle More public transport, as well as new tax measures and incentives, will help. For example, Nottingham City Council has introduced a workplace parking levy raising money to invest in new tram routes, electric buses, cycling and public transport smartcards. More people are using public transport and congestion has been constrained, even as Nottingham’s economy has grown. But ultimately, we need to make greener transport more attractive. People will only be tempted out of their cars if we create liveable cities, towns and villages. With this in mind, the London Borough of Waltham Forest has taken bold steps to shift the way people travel. Its multi-million pound ‘Enjoy Waltham Forest’ project has made the borough a nicer place to make journeys by bike or on foot. The authority has redesigned road networks and crossings, built hundreds of bike hangars and storage areas, and planted 700 trees. Travelling bike or by foot will never be the answer for everyone – but it could be a huge part of the fight against climate change, particularly in our most crowded and polluted cities. As a London cyclist, I know how much staying active boosts my physical and mental health – in fact, it’s the polar opposite of a stressful hour stuck behind the wheel. Employers must get ahead of the game In March 2019, a Government survey found a record 80% of the British public were very or fairly concerned about climate change. The behaviour that most people thought would have the biggest impact on tackling climate change (if everyone does it) was choosing to walk, cycle or use public transport more instead of using a car. Employers need to recognise that public awareness of air pollution is growing every day, as are demands for climate action. More and more staff will expect their company to see the dangers and respond. So how can employers avoid being left behind? One great way is to partner with sustainable travel innovators such as Liftshare or Zedify – or ask your local authority to follow the lead of Waltham Forest or Nottingham. Our free toolkit, launched just a week ago, makes it even easier for councils and others to lead climate action and promote sustainable lifestyles. Employers can also help staff make the personal changes that protect their health and planet. How about bike vouchers or loans (and facilities to change and shower), or travelcard loans? The global switch to sustainable energy will only work if everyone gets their say, so ask your teams what changes they would like to see. Their feedback will create a much better working environment for all of us. Harriet Lamb, CEO, Ashden ________________________ ► Ashden supports and promotes sustainable energy enterprises from around the world, championing innovative solutions and campaigning for the changes needed to roll them out both locally and globally. Find out much more about their work, initiatives and resources at the Ashden website. ► Discover more green transport innovation... ...at the 2019 Ashden Awards in London on 3 July 2019. Tickets are available now. ► More about Harriet Lamb Harriet Lamb joined Ashden as CEO in May 2019, taking responsibility for the organisation’s ambitious new strategy to tackle climate change. She was formerly CEO at peacebuilding organisation International Alert and spent 15 years leading Fairtrade in the UK and globally. She has always worked for NGOs with a focus on international development, peace and the environment. More from the Harris Hill blog ► The 2019 Salary Report: Harris Hill and Charity Job's essential new guide to charity salaries ► Charity Careers: meet James Harris from Rethink Mental Illness ► International affairs and advocacy expert Andreea Petre-Goncalves on why Brexit means exit from the UK for her multinational family ► Back to the blog homepage
Welcome to the 2019 Salary Report, your definitive guide to salaries in the UK charity sector. With huge appreciation for all the enquiries we've already had about this year's release (and genuinely delighted by the demand!) we’re exceptionally pleased to bring you this brand new report. It's the 14th annual salary survey from Harris Hill, based on the thousands of charity vacancies we’ve worked on during the year: but this time that’s only half the story. To reflect the wider sector as accurately as possible we wanted to cover an even broader selection of roles, advertised by charities directly and recruiters like ourselves. So who better to ask than the experts at the UK’s largest specialist job board for not for profit, NGO, social enterprise, CIC and voluntary jobs, home to thousands of charity jobs every year? Happily they agreed, so we've been delighted to collaborate with CharityJob on this year’s report, bringing fresh perspective and insight, and a wealth of information that's helped to build our biggest, most accurate and comprehensive salary guide to date, based on no fewer than 45,000 genuine UK charity and not for profit vacancies from the past financial year. ____________________ What's new? ► In a forthcoming post we'll look at how the new approach has informed the final figures (for those who'd like to know more) and highlight some of the other key new features in this year's report. ► Look out too for the launch of a full digital version over at CharityJob, and here as part of our brand new Harris Hill Salary Centre, under construction as we speak to create a home for all things salary-related, all launching within the next few weeks! Read the new report We didn't want to keep you waiting a moment longer though, so with no further delay - except to sincerely thank the team at CharityJob (in particular content & SEO lead Stephanie Dotto and marketing manager Jade Phillips) for their tremendous help - we're delighted to bring you the full report to view or download in pdf format from the links below. ► In this year's 24-page report, you'll find candidate insights, market developments and recruitment trends, and salaries for charity and not for profit positions at all levels in: Admin & Support Events Policy & Research Advocacy Finance PR Campaigns General Fundraising Projects & Programmes Communications Human Resources Prospect Research Community Fundraising IT Supporter Services Corporate Fundraising Legacies Trust & Statutory Fundraising Data Management Major Donor Fundraising Volunteer Management Digital Marketing ...plus updates from our specialists on current rates for temporary, interim and senior executive roles. Direct Marketing Operations Click below for your preferred file size (screen resolution will suit most uses), or alternatively contact our consultants on 020 7820 7300 if you have any queries on salaries in these areas, who may also be able to send you a print copy of the booklet, subject to availability. We hope you'll find it a valuable and informative resource, and for more information you can also contact CharityJob on 020 8939 8430, our consultants on the number above or send us an email - and look out for the full digital editions coming very soon! ► Back to the Harris Hill blog homepage ► Check out the latest jobs in your field
Is it possible to combine your personal interests with working in the charity sector? How can you nail that job application and, when you’ve bagged the role, stay innovative and ahead of the game? You'll find answers to these and much more in the latest Charity Careers, our series in which Nicola Greenbrook talks to key influencers in the charity sector, inviting them to share their career story and how they navigate the professional world. We discover what they've learned along the way, what motivates them to get up in the morning and even what their dream breakfast might look like when they do... This month, Nicola was thrilled to chat to James Harris, Associate Director of Communications, Marketing and Membership for Rethink Mental Illness about his fascinating career to date. She discovers how communications and social media plays a vital role in mobilising support for the charity, the invaluable advice he has for graduates and why he’s on a one-person evangelical mission to convert non-supporters to his beloved football team… Hi James. Please tell us a little bit more about Rethink Mental Illness and what its cause and mission is. One of the things that defines us as a charity is that we were formed nearly 50 years ago by carers. We work to improve the lives of people severely affected by mental illness. This might be through our local groups and services, the expert information and training we offer or our successful campaigning. In a nutshell, what are you responsible for in your role? I lead the communications team. My focus is on maximising the impact of our communications channels to mobilise support for our work and campaigns. This includes media, social media and digital - plus the delivery of marketing assets and internal communications. We’re very excited about the imminent launch of our new website! I also support Time to Change’s digital, social marketing and children and young people teams. Time to Change, run in partnership with the charity Mind, leads the charge on challenging mental health stigma and discrimination. Last week was Mental Health Awareness Week: why is it so important for the charity and how did you spend it? Awareness is important full stop and Time to Talk day in February, Mental Health Awareness Week in May and World Mental Health Day in October are all helpful ways of maintaining momentum. We’ve a come a long way in a relatively short space of time in changing attitudes to mental health. Yet, there are still too many people who don’t receive the right support and care when they need it. For this year’s Mental Health Awareness Week, Rethink Mental Illness focused on turning increased awareness into action. We’ve been setting out all the ways people can support us to help bring about change that makes a difference to people’s lives. How did you start your career? Any key roles along the way? Politics was my first love, but we fell out and now hardly talk to each other. In my twenties I worked in several political roles - for an MP, a think tank and a trade-union campaign to (successfully) maintain political funds. In my thirties I moved into the third sector – joining Dignity in Dying then the Mental Health Foundation. A decade later I moved to Rethink Mental Illness. Although there’s been a degree of serendipity to my career, with hindsight all the roles I’ve worked in have increased my skills and knowledge and shaped my management and leadership style. In other words, they all led me to where I am today. Why charity? Was this your goal from the outset? We may not have the rewards and recognitions of other sectors, but it’s a privilege to have a job where you get to bring about change on issues you care about. That’s the thread that connects my younger self’s interest in politics and my passion for working in the charity sector. Straight out of university I worked in a job that bordered on soul destroying; but I’m glad that I did it. Despite the challenges of working on difficult issues with limited resources, I’m very grateful that I get to do what I do. How do you keep your skills fresh and ensure you’re constantly learning along the way? As your career develops you need to develop a broad knowledge across a range of issues and specialisms – but you rely on your team for in-depth expertise. So, if I need to know something, I ask the team. I also love spotting innovation from other charities, and, when I’ve stopped feeling mildly peeved that they thought of the idea first, thinking through how we can absorb best practice into our work. What advice would you give to, e.g. graduates considering a move into charity or emerging leaders about to make their first leap into management or directorship? I’m conscious of how much more difficult it is now for graduates to get a foothold in the careers they want to pursue. The cost of living is much higher than when I graduated and there is an expectation that someone needs experience to secure a job – which begs the question of where you get the experience from? On leaving university I was offered an internship. Looking it up in the dictionary, I discovered that it meant working for free. So that was out of the window. After the stint in a job I disliked, I got a lucky break. I joined an agency that provided temporary administration support to the civil service. I envisaged being given a data processing role in an obscure government department, but instead secured an administration role in a Bill team putting legislation through Parliament (which for someone interested in politics was like winning the lottery). So, my practical advice is: apply for paid opening roles in the teams of charities that you want to work for. Take time over the application – fewer, better quality, personalised applications are likely to be more effective than a large quantity of applications. Also, a good agency advocating on your behalf can also open doors (as was the case for me). When you bag the job, there’s one guiding principle: be useful. The principle virtues of which are being creative and having an ability to deliver. If you have an idea – let people know. Speak up in meetings or tell colleagues directly. And if you commit to do something – do it. Thereafter, things should (hopefully) fall into place! What would you change about your job if you could, and what's the best bit? A direct train between work and home would be the only thing I'd change, and aside from the job satisfaction, the best thing is our team. The ratio of fundamentally good people working in the third sector is (as you would hope) extraordinarily high. Who do you look up to in the sector, or more generally? Another stroke of luck I’ve had in my career is that I’ve had a succession of line managers who have supported and believed in me. I’m thankful to all of them for their faith in me. Can you talk us through your typical day? Is there such a thing? My alarm goes off at 7am and I'll snooze listening to the news headlines, before I’m dragged out of bed by my kids for the school run. Once I get to work there's no such thing as typical, but we always start the day with a morning huddle to quickly discuss the content plan for the day. What's your dream breakfast - and is it anything like your actual breakfast? Bran flakes, banana, toast and Marmite and coffee. Both my dream and actual breakfast. Life’s too short not to have what you want for breakfast. And when you're not working, how do you spend your spare time? Although I consume a lot of media and social media, my wellbeing tip is to take time to switch off completely. My go to cathartic escape is watching football – which always leaves me at a bit of a loss in the summer. It would be remiss of me here not to crowbar in my love of the academy of football, West Ham United. I’m a season ticket holder and on a one-person evangelical mission to convert non-supporting people to our cause. As my colleagues will tell you this has yet to bear fruit. ---------------------------------------- A huge thanks to James for his time and engaging insight into his career to date and Rethink Mental illness. You can find out more about the charity’s invaluable work here. Nicola Greenbrook - HR Specialist & Freelance Writer Contact Nicola ► Website Check out more Charity Careers: ► Sara Rees, Head of Fundraising, Rays of Sunshine Children's Charity ► Hannah Sanders, Consumer Brand Partnerships Lead, Save the Children ► Andy Harris, Director of Income Generation for Shelter UK ► Back to the blog homepage
Stress. Burnout. Anxiety. Pervasive but unwelcome players in the modern working game; and seriously damaging to our health and career. To coincide with Stress Awareness Month, Nicola Greenbrook looks at what stress is, how it manifests at work and how you can move from distress to de-stress (but still get the work done). How are you feeling about work right now? Are you under pressure to deliver, but thoroughly enjoying the adrenaline rush? Or is the creaking weight of your to-do list about to collapse, taking you down with it? Stress in the current climate The world is angry and stressed. According to the Gallup Global Emotions Report, a third of 150,000 people interviewed in over 140 countries said they suffered stress. At least one in five experienced sadness or anger. Things aren’t much better closer to home. In the latest Health and Wellbeing at Work report from the CIPD and Simplyhealth, 37% of businesses had seen stress-related absence increase last year. Heavy workloads (62%), management style (43%) and relationships at work (30%) were the main culprits. Refinery 29 reports that 3 in 10 millennials experience 'work-disrupting anxiety' - twice as much as the national average. Anyone else feeling a bit edgy just reading all that? Stressy desk Stress is not a new phenomenon. Our cave-dwelling ancestors used the physical response to stress to prevent danger, such as a run-in with a sabre-toothed tiger. Thankfully we’re no longer fighting off angry felids on the commute, but we are regularly dealing with adverse, demanding circumstances. In the UK, we’re putting in the longest hours in the EU. Technology smashes our work-life boundaries and enables us to work at 2pm or 2am. Via the ping of a smartphone notification we deliver bad news (whether fake, or real) to our desk and become distracted and anxious. Some pressure can be healthy: it sends our bodies into ‘fight or flight’ mode, releasing a cocktail of hormones and chemicals to keep us focused and responsive. It’s when excessive pressure morphs into stress that the bad stuff happens. Brain function minimises leading to a ‘I can’t think straight’ situation. Being in ‘fight’ mode for too long makes us crabby, or worse aggressive, towards our colleagues. Staying in ‘flight’ mode means we avoid tackling a tricky task or situation which then intensifies. Worse still, stress can cause ‘freeze’ mode: effectively, we do nothing and become paralysed by it. Why should we pay attention? Stress is one of the great public health challenges of our time. It’s a significant factor in depression and anxiety and has been linked to physical health problems such as heart disease and immune and digestive functioning. In the workplace, stress can cause cognitive issues such as poor judgement and indecision, and emotional issues like irritability and panic, not to mention physical and behavioural ones. Stephanie Denning writing for Forbes, describes stress as the business world’s silent killer and notes the two primary, unnoticed, costs are the financial and productivity ones. How to move from distress to de-stress at work The Stress Management Society use a great bridge analogy; when someone is faced with excessive demands that exceed their personal and social resources it’s like a bridge carrying too much weight. It bows, buckles and creaks - and eventually will collapse. If you’re feeling the strain at work right now, and want to avoid a buckling bridge, here ’s some takeaway tips… ► Work smarter, not longer Writing for Riposte Magazine, Pip Jamieson, Founder & CEO of The Dots, notes that although excessive working hours are often a modern badge of honour, it can be counterintuitive - and doesn’t always equal better output. Over-stretching can cause fatigue, emotive decision making and even sickness. So think carefully about staying late again tonight and be realistic about what your frazzled brain will achieve. Throw in the towel and start again, fresh, tomorrow (and make that yoga class/drink instead). ► Rest It’s often ‘rest’ breaks that take the hit when we’re stressed at work. In their book, Burnout: The Secret to Solving the Stress, sisters Emily Nagoski and Amelia Nagoski cite the need for our body and brains to rest (42% of your time, about 10 hours out of every 24) to avoid burnout. Steer clear of filling every minute at work with activity and take a manageable lunch break. Pay attention to your thirst, and when the kettle is boiling, resist the temptation to check emails on your phone. Forgive me, but do you often hold in a wee at your desk just to finish one.more.thing before dashing off to the loo and hoping you won’t get intercepted along the way. Yes? Don’t. ► Switch off Absence might be at an all-time low according to the CIPD, but the reality is that 83% of us are struggling into work when we’re actually poorly, and 63% of us are using our holidays to work. Learn to prioritise your health, guilt-free. If you’re genuinely ill and unable to function at 100%, dragging yourself to the office could expose your team to germs, result in sub-standard work or increased mistakes and run the risk of taking longer than normal to recover. ► Just say no if you’re rushing from one task to the next, taking on too much or trying to please everyone at work it could be time to work on your assertiveness. Saying no doesn’t mean you’re unhelpful or selfish, it enables you to honour your existing commitments and do them properly. It could allow more inexperienced team members to step up and aid their development, and it’s also healthier in the long run as it prevents you from taking on too much (and a buckling bridge). For managers Dealing with stress in your team can be very difficult, especially if you’re a manager under strain yourself. Here are some areas to consider: ► Stress can manifest differently between individuals. Get to know your team and try to spot the signs as early as possible; such as someone becoming unusually withdrawn or short-tempered, having increased absence or not taking holidays. ► Regularly review workloads, job design and responsibilities and encourage openness and communication. Foster a sense of collaboration; helping each other out so the workload is evenly spread to avoid one person going under. ► Don’t feel you have to deal with it personally. Signpost individuals to the experts (such as via an Employee Assistance Programme, GP or councillor) and ask for training in stress management. ► Lead by example and promote good working habits; take breaks, and try to leave on time as often as possible. -------------------------------- Stress at work can have a damaging and long-lasting impact on our physical and mental health. A stressed workplace can lead to low productivity, poor delivery to clients and service users and high turnover. Adopting some simple methods to minimise stress at work and return to a state of productivity - and good mental health - is not selfish. It’s critical. Get the work done, without undoing yourself in the process. Nicola Greenbrook - HR Specialist & Freelance Writer Contact Nicola More from Nicola Greenbrook: ► I quit! How to leave a job gracefully ► How to be productive at work ► Charity Careers: meet Andy Harris, director of income generation for Shelter UK ► Back to the blog homepage
It's got bats. It's got balls. And it's back. It is of course the legendary London Charity Softball League, and now that spring (like love, pollen and countless other pollutants) is very much in the air, it's time to fire up the 2019 season! Heading into a remarkable 17th year and after a cracking but slightly-condensed-for-park-reasons 2018, everything's now back to full length and full strength, with as many charities competing as the ever-efficient organisers can possibly squeeze in. It all kicks/bats off from April 29th, with London's parks becoming a hotbed of high-octane bat-on-ball action right through to the Hyde Park finals on Thursday 15th August. We’re delighted to be lead sponsors for what’s believed to be our 14th year (one year might even include a few minutes to look that up) along with our fellow returning sponsors Bluestep, RNB Group, Bright Spot Fundraising and first-timers Think Consulting, who are all well worth checking out. Last year’s super-competitive contest saw The Saints (aka St Mungo's) hoisting the Harris Hill Plate, with RNLI brandishing the Bluestep Shield, and Cancer Research UK crowned Harris Hill Cup champions. But who’ll be taking home the trophies (and those virtually-priceless Harris Hill medals) in 2019? We’ll have more news during the summer, but meanwhile if you’re keen to catch up on last year’s finals, the brilliant people behind it, or other recent events in the Harris Hill Charity Series (that'll be February's quiz night and the big November bowl), the links below will oblige. Have a great season! Team HH London Charity Softball League 2018 The Harris Hill Plate: St Mungo's vs Sustrans ► London Charity Softball League 2018 The Harris Hill Cup: Cancer Research UK vs Plan UK ► London Charity Softball League 2018 The Bluestep Shield: RNLI vs MS Society ► London Charity Softball League 2018 Meet the organisers of the London Charity Softball League ► Harris Hill Charity Series: Bowling The lowdown from the throwdown: 2018 bowling scores! ► Harris Hill Charity Series: Quiz Night Close encounters of the third (sector) kind...► ► Back to the blog homepage
“If it wasn’t for the treatment I received at the scene of my accident, and the fast transportation to a hospital, I would not be here today.” text "When the air ambulance arrived I thought it must be serious but I wasn’t aware of the level of expertise and equipment on board. Now I know that’s what made the difference and I wouldn’t be here today otherwise." text "I just can't believe I survived, I’m a very, very lucky man and I’m incredibly grateful to everyone involved.” The words of just three of the 25,000+ people who have been helped, rescued or owe their life to the Air Ambulance service of Kent, Surrey and Sussex since its inception in 1989. Thirty years on, the organisation’s still going strong and growing too, creating four fantastic new senior opportunities to lead on fundraising and the supporter experience, working from their base at Rochester Airport. Specifically, they're seeking the following: • Director of Individual Giving c.£53,000 • Director of Fundraising and Events c.£53,000 • Head of Supporter Experience £45,000 • Head of Individual Giving £38,000 It’s an inspiring place to work, knowing that everything you do has a direct impact on saving lives, and these are all key roles within the project. We can’t begin to do these opportunities justice here so check out our Air Ambulance Kent Surrey Sussex pages for plenty more details of the organisation and these fantastic roles:
International affairs and advocacy expert Andreea Petre-Goncalves moved to the UK in 1997, attracted by its culture of openness and diversity. But as she tells our policy specialist Harry Marven, recent events have necessitated a major rethink - and relocation - of her family's plans for the future. We’ve barely mentioned the ‘B’ word here at the Harris Hill blog, because we’re too busy recruiting for charities, and with such a colourful range of opinions widely available elsewhere (particularly at the puce end of the market), you probably don't need ours too. We aim to be impartial, so for example it's not for us to question that what people thought three years ago is obviously more important than what they think now. That's just not how we roll. And you'd certainly never catch us querying the wisdom of trashing your biggest trade partnerships and international standing for such undeniable benefits as…… well, we’re sure somebody will think of one eventually. But this week, as our established work in the area of Policy, Advocacy & Campaigns expands to keep up with growing demand (check out our new page here!) in what could yet be our last week in the EU (again), there's no ignoring the giant Brexit in the room. So we're very pleased to bring you an enlightening and thought-provoking read from someone who understands both the bigger picture and the personal consequences only too well... Meet Andreea Petre-Goncalves Over recent years in the UK we’ve heard a lot of statistics about EU citizens and ‘migrants’, but rather less of the real effects on people's everyday lives. To that end we're delighted to introduce international affairs and advocacy expert Andreea Petre-Goncalves, who has kindly shared her story in conversation with our resident policy specialist Harry Marven, eloquently explaining how the 2016 referendum has affected many EU citizens, why she and her family have taken the difficult decision to leave the country that's been home for over 20 years, and why she's establishing a new and potentially highly-influential NGO to step up the fight for global change. Andreea Petre-Goncalves is an international affairs and advocacy expert with two decades of experience in the non-profit, public and private sectors. She has worked in sustainability, food security, international development, public health, gender and human rights among many other topics. She has driven global policy developments, built international partnerships and connected power and knowledge brokers to promote the greater good. She believes people at all levels are driven by the same instincts, fears and desires and that the best in all of us can be harnessed through respectful and purposeful collaboration. She also believes that our future security and prosperity on our planet depend on our ability to see beyond our myriad of individual interests with a sense of common purpose.ee. Harry Marven joined Harris Hill in 2017 and is our specialist for all Policy, Public Affairs, Advocacy and Campaigns vacancies, recruiting both domestically and internationally. He’s lived and worked in both France and Germany (graduating in French and German) and has first-hand experience of the field having previously worked in social media and youth engagement for a national human rights charity. Harry is passionate about the not-for-profit sector using its profile and resources to effect positive social change and effectively represent its grassroots supporters, and understands both the rewards and what it takes to make change happen. As such he’s able to draw on a wide network of both national and internationally-based contacts. ► Harry: So, to jump straight into things: you, with your family, will be leaving the UK this year. Why do you want to leave, and is it definite that you’ll be leaving? ► Andreea: Yes, my family are leaving the UK this year. It’s not been an easy decision. I arrived in the UK in 1997 and my husband in 2002. Our daughter was born here in 2014. We did not doubt this was our forever home until the 2016 Brexit referendum. That particular moment crystallised for us concerns which had been bubbling under the surface for a few years, particularly around nativist trends in the UK and what we saw as a backlash against multiculturalism. For us, this struck at the heart of why we were here in the first place. We didn’t necessarily choose the UK for economic reasons, but for cultural ones. It was precisely the UK’s culture of openness and respect for differences that appealed to us. We loved the idea of growing roots and raising a family in a country where ethnicity, culture and identity were not barriers to belonging, where the rich tapestry of human differences was embraced and cherished. We are ourselves a multicultural family, with heritage in Portugal, Romania and France, and have always seen our journey in the UK as an illustration of the richness of our wonderful, interconnected world. It was and is heart-breaking to see these values rejected so vocally in public discourse. In 2016, we suddenly became EU migrants, a distinct category that 'othered' us. It marked a sharp change of tone and hardening of attitudes towards us as a group – something we had not really seen ourselves as until then. The very word 'migrant' was rarely present in public discourse 10 years ago. Nowadays it is a frequent feature, even replacing 'refugee', alarmingly. For me it has such negative connotations. We are not an invasion, nor an infection. We are friends, colleagues, family - and until the 12th of April, whatever the UK’s final trajectory, we are your equals as fellow EU citizens. You’ve been in the UK for several decades now and have held predominantly internationally-focused jobs. Why did you come to the UK in the first place, and were there any standout factors that made you want to stay? I came to the UK aged 16 with an Open Society Foundation scholarship which shaped who I am and defined my life journey. A few scholarships later, with financial and moral support from my family and dear friends, I obtained my first degree. I embarked on a career that for many years was driven mostly by a loose sense of wanting to do good in the world. This is how I ended up working on sustainability, international development, gender, agriculture and food security. My Brussels stint, about 10 years ago, was career-defining in that it taught me how to navigate politics and the decision-making environment and be effective. Idealism and good intentions are worth so much more if you also understand the real world. Interestingly, this is something that is stubbornly ignored by the non-profit sector in the UK, where we take too much comfort in surrounding ourselves with like-minded individuals and work on the assumption that we will be heard purely because we mean well. As for the second part of your question, I touched on this a bit earlier. The UK always felt like home culturally, and for me that includes a working culture that is earnest and professional. The only aspects where I felt Europe compared favourably career-wise are work-life balance and the employer-employee dynamic, where in Europe we have a more equal, revolutionary tradition, whereas in the UK the relationship often feels more deferent and feudal. I hope for everyone’s sake that this dynamic will not be further affected by any loss of worker protections as a result of Brexit. Why did you choose to work in the charity sector, given your experience in the EU Parliament? It would have been very easy to walk straight into a well-remunerated corporate lobbying job after my stint in EU politics. That is a common-sense career path for many former political staffers and civil servants. There is absolutely nothing wrong with it, but I always knew that for me it wouldn’t be enough. I grew up in a family where politics and the good society were talked about passionately around the dinner table. My parents dedicated their entire careers to public service. I worked in the non-profit sector both before and after Brussels for the simple reason that it felt like a place where doing right by people and planet was the top priority. So, after all that time, you’re now leaving the UK to pastures new. Given that you have decided to leave, rather than having it as just an option, would you say Brexit has, in an ironic way, given you the motivation and freedom to flexibly look for a new position, wherever you settle? To play devil’s advocate: has Brexit potentially been beneficial to you and your family? Well, there’s the famous adage that every cloud has a silver lining. I don’t really think that’s true. Some things are plain stupid, pointless and thoroughly negative. There’s no bright side to climate change, war or hunger, except for the truly cynical. All we can do is learn from every hurdle, hiccup or failure. For my family, the learning in Brexit is that we are free, that our sense of belonging doesn’t come from a place but from how we feel. That’s a phrase made for Private Eye’s Pseud’s Corner right there, but it’s true. We feel like citizens of the world, which means we are at home everywhere, irrespectively of mean-spirited high-level statements to the contrary (ahem). We will always love Britain, and no one can legislate against that. Two questions in one: what advice would you give to EU nationals living in the UK who are facing similar problems to the ones you have faced; and what advice would you give to UK nationals to assure EU nationals that the UK is still OK to live and work in? (although I appreciate the irony of the latter point!) Well, I don’t have a piece of advice for all EU folk in the UK, we are all different and our own individual realities shape the decisions we make. For me, the idea of becoming a sort of 'tolerated', lesser citizen with permission rather than the right to live here was more than I could accept. I know so many others like me, who have built lives and careers in the UK and find the prospect of asking for permission to continue living here profoundly offensive. However, I also understand those friends who do not feel it fair to throw away the lives they have built for themselves. They have no choice but to jump through the hoops, albeit reluctantly. As for all of our UK friends, I am sure of one thing. Our friendship and love for each other will endure whatever history throws at us. British wisdom, decency and fairness will prevail and if they don’t, you will always be welcome in our homes on the old continent. Thanks for sharing yours with us. Finally, what’s next for you? I feel grateful that for us this otherwise strange time is the beginning of a new adventure, rather than just a painful rupture. We are relocating to Brussels, feeling more European than we have ever done, funnily enough. We’re clearly not immune from Brexit tribalism! Together with a brilliant friend and skilled political expert, I am setting up a new organisation to broker and catalyse powerful, impactful dialogue on the burning issues at the top of the global agenda: climate change, food system reform, protecting democracy and strengthening the rules-based international system, among others. With decades of experience at the highest levels of power and a lot of influential contacts, we are better placed than most to bring together those who can make change happen, from all sectors and walks of life. We will help key actors create solutions so that we can all enjoy the safe and sustainable future we want. The time has come for powerful action – and our new organisation will focus on doing just this. None of us can really afford to stand by and watch our existing systems fail when so many grave dangers threaten our world. We would very much like to be a voice and advocate for our UK friends in Europe and beyond, to ensure Brexit does not diminish your input when urgent global challenges require it most. Look out for Flare in the coming weeks and please reach out to us and remain connected to those who, like you, are fighting for a better world, on whichever side of the Channel we might find ourselves. Andreea Petre-Goncalves Connect with Andreea on LinkedIn We certainly will: our sincere thanks to Andreea for sharing her story with us, and we wish her the very best of luck! Look out for more insight and experience from our network in this field coming soon; meanwhile if you'd like to know more about our work and opportunities in political campaigning, advocacy, human rights and more, visit our Policy, Advocacy & Campaigns page or contact Harry Marven via email or on 020 7820 7324. More billboards from Led By Donkeys @ByDonkeys More from the Harris Hill blog text ► Don't go! Tackling talent retention in the charity sector Hiring great people is one thing, but holding on to them can be quite another amid tough competition for talent. Charity Finance Group recently asked our specialists about talent retention among charities and charity finance professionals in particular: what drives them to stay put or move on, and what kind of retention methods are working for charities? Originally published in CFG's Finance Focus magazine, here's what they had to say. Read more... ► Charity Careers: meet Andy Harris, director of income generation for Shelter UK How do you become a fundraising director? Why work for a charity and what's the toughest job in fundraising? Answers to these and much more in the latest Charity Careers, in which Nicola Greenbrook talks to key influencers in the charity sector, inviting them to share their career story and how they navigate the professional world. This month, Shelter UK's Andy Harris explains how his team contributes towards the charity’s invaluable work, why every donation bag tells a story, and what to do when it all gets a bit too cosy. Read more... ► Harris Hill blog homepage