The Human Side of Work – HR Leadership in a Challenging Charity Landscape

The Human Side of Work

HR Leadership in a Challenging Charity Landscape

The Human Side of Work is a monthly conversation series exploring culture, wellbeing, leadership and the lived experience of working life in the charity sector. Each conversation offers a reflective and honest perspective from an experienced HR leader on what work is really asking of people and organisations today.

For this edition, I spoke with Jess Kuller, an experienced HR Leader who has spent the last five years supporting public sector bodies and a broad range of small and medium-sized charities. His recent work has centred around organisational change & transformation, restructuring & reorganisation, complex employment / ER, M&A and working with boards & chairs on updating organisational strategy.

Across our conversation, a clear picture emerged: Charities are navigating some of the toughest financial and organisational pressures in recent memory, and HR is being asked to hold more than ever.

A Sector Under Strain

When asked about the biggest pressures facing organisations right now, Jess didn’t hesitate. Funding cuts and the loss of income have hit hard, with many charities experiencing a dramatic drop in grants and fundraising income. Some organisations have started to see a slight uplift this year, but most remain under intense financial strain. This pressure is driving difficult conversations about which services can continue, how operating models need to shift and what organisational sustainability looks like in the years ahead. Throughout all of this, HR occupies a challenging space between financial reality and people-centred decision-making. Cost control, retention, communication and organisational redesign are all happening simultaneously and often with very limited resources.

Where HR Can Make Its Greatest Contribution

For Jess, HR’s most strategic contribution in times like these lies in how organisations communicate and engage their workforce. He believes people respond well to honesty. When staff understand the reality of the financial situation, they are more likely to contribute ideas, support decisions and help shape solutions. Open, candid conversation builds trust, and trust creates the conditions for collaboration. HR also plays a crucial role in supporting leadership teams to stay united and visible. Leaders are being tested in ways many haven’t experienced before, and HR’s partnership is essential. This is a moment for leadership to stand up, make decisions, explain the rationale clearly and keep moving forward. HR needs to support the leadership teams to lean into the business challenges and to mobilise collectively. As Jess put it, “doing nothing is not an option.”

The Skills Charities Need for the Road Ahead

When reflecting on the skill gaps he sees most frequently, Jess highlighted three areas that are now essential.

Income generation: Charities across the board are revisiting their income generation strategies. Leaders are exploring every possible route to strengthening financial resilience.

Strategic capability: Many organisations lack in‑house strategic planning expertise. Boards sometimes support and fill this gap, but not always. Jess sees a growing need for clear strategic thinking.

Change and transformation: Continuous change is now the norm. Yet most organisations don’t have internal change specialists with the experience to guide major transitions. External support is often needed to help organisations evolve effectively and sustainably.

A question Jess regularly poses to leadership teams is this: “Do we have the skills with the leadership teams that we will need to deliver the strategy over the next three years?” In many cases, the honest answer is no, and the work begins from there.

Change Fatigue Is Real, but Learning Helps

Many charities are dealing with change fatigue after years of upheaval. Staff are tired, stretched and emotionally worn. He suggests that the most effective way to navigate ongoing change is to learn from each phase before moving into the next. Organisations that reflect on what worked, what didn’t and what needs to be done differently are far more likely to succeed in future stages. Leaders need to join the dots, explain the journey and make sure people understand the bigger picture. Small adjustments, grounded in learning, can make a significant difference.

Hybrid Working: A More Settled Picture

Jess feels hybrid working has largely stabilised. Most organisations have found an approach that works for their organisation and culture. They have found the right balance, whether that’s set days in the office, minimum monthly requirements or workload-based flexibility. He notes that clarity and consistency matter more than the specific model. Staff want the freedom to work in a way that supports both wellbeing and productivity, but they also value connection, visibility and shared moments with their colleagues. For newer colleagues in particular, face-to-face time could be useful. Understanding organisational culture and feeling part of a community all come more naturally in person. People need to feel part of something, especially during periods of uncertainty. Time together, whether through collaborative work, team days or light-touch social connection, strengthens trust and builds resilience.

Final Thoughts

What stayed with me after speaking with Jess is the reminder that leadership is most vital in challenging times. The pressures facing the charity sector may not ease quickly, and leaders are carrying a significant burden both for the wider organisation and employees. But with honest communication, engaged staff, thoughtful planning and a willingness to learn and adapt, organisations can navigate these headwinds with clarity and purpose.

With thanks to Jess Kuller for his time, openness and generosity in sharing his experience and reflections.