At a time when budget cuts, escalating conflict, climate disasters and global political instability are stretching humanitarian responses thin, the mental wellbeing of those on the front lines might sink to the bottom of the priority list.
While aid agencies are trying to find ways to do more with less, the one thing that should not be sacrificed is staff safety – and that includes mental health and wellbeing. In these trying times, the consequences of neglecting mental health can be devastating, for individuals and missions.
A recent study found that one in five humanitarian workers meets the criteria for a trauma-related disorder. Unaddressed mental health distress in humanitarian workers can lead to diminished mission success, greater staff turnover and higher costs of operation, as agencies must recruit, train and deploy new staff.
To fulfil their Duty of Care and support workers in some of the world’s most distressing situations, aid agencies and organisations must make space for providing mental health and wellbeing support.
Mental health in the field
Most humanitarian and development workers start in the field because they have a deep passion to help people, and this means they usually put the needs of others before their own. They take on high-risk jobs, in difficult and dangerous situations because they have a drive to help people and do good.
But this kind of physical and emotional labour extracts a high toll. Humanitarian and development workers often work long hours, experience consistent exposure to trauma, work in difficult conditions, must navigate complex moral and ethical situations, face safety risks, and have limited access to resources. Many aid workers are also part of the communities they serve, creating a double exposure to trauma and pressure.
Humanitarian and aid workers often work in difficult conditions, putting comfort, routine and even safety aside to help those in need.
Many report experiencing psychological distress, burnout, anxiety, depression and post-traumatic stress disorder. Yet many continue to internalise distress or normalise their suffering as ‘part of the job’ – a stigma that reinforces silence and could detract from personal wellbeing and mission success.
Stigma is still the biggest obstacle to seeking help
Even when humanitarian workers express positive attitudes toward seeking help, few actually do so during high-stress periods. A 2022 study on ‘Help-seeking attitudes and behaviours among humanitarian aid workers’ found that most resort to managing alone, influenced by workplace expectations of self-reliance and fears of appearing incapable. Many also worry that seeking help could impact their job security or contract renewal. This mirrors patterns seen in the general population – especially among men, military personnel, and individuals from ‘machismo’ cultures.
Significant cultural barriers also exist in many countries affected by humanitarian challenges, where stigma around mental health can prevent people from seeking help. For example, the World Health Organization notes that shame and stigma are common barriers to seeking mental healthcare in sub-Saharan African countries.
Research shows, however, that when mental wellbeing is supported by the agencies or organisations that employ them, humanitarian workers are more resilient and better able to make critical decisions under pressure. One study on mental ill-health among aid workers found that organisational support is linked to lower rates of burnout and depression, directly enhancing aid workers’ capacity to perform in high-stress environments.
5 things humanitarian agencies and organisations can do to support mental health
Mental health in the humanitarian sector is a multifaceted conundrum, but one thing is clear: aid agencies bear a responsibility toward their staff to provide care and safeguarding. Without organisational support, humanitarian workers are unlikely to seek and receive the mental health support they need.
1. Cultivate a culture of organisational safety
To fight the stigma surrounding mental health, the agency or organisation should embrace and actively promote a culture of safety. Humanitarian workers must see that mental health is a priority, and that no one will suffer prejudice for seeking help.
2. Provide mental health training pre-deployment
Simple training modules, like those available on The Humanitarian Leadership Academy, can help humanitarian workers arm themselves with healthy coping mechanisms before they start a deployment or assignment. Training can also prepare them to recognise the signs of mental distress and show them where and how to seek help when they need it.
3. Be proactive in communicating about mental health
Maintaining an open conversation about mental health and wellbeing can help establish a culture of care, initiate action and address the stigma around mental distress and ill-health. Frequent and proactive communication on mental health issues and resources can help ensure those in need know where to access help and feel more comfortable doing so.
Defeating stigma starts with open conversations and awareness. Workshops, training, town halls and huddles can help reinforce the message that talking about mental health is okay.
4. Implement supportive supervision practices
Ensure supervisors are trained and incentivised to recognise early signs and provide support where needed. Studies show that humanitarian aid workers are often more comfortable reaching out to colleagues or peers who understand their context and experiences. An equipped supervisor can help foster a culture of care and create supportive connections between humanitarian workers.
5. Ensure equal and consistent access to mental health resources
Normalise and promote help-seeking and positive coping strategies by ensuring all staff, no matter where they are stationed or working from, can access mental health resources that are tailored to their situation and needs.
Providing resources that are accessible no matter the circumstances can help humanitarian and aid workers in the field.
CTG Wellbeing
Providing formal pathways for mental health support is critical not only for responding to individual needs, but also for fostering a culture where psychological wellbeing is recognised as essential to effective humanitarian work.
It sends a clear message that mental health matters, and that seeking support is both accepted and encouraged. At CTG, we know that our people are our most valuable asset – and protecting their wellbeing is an integral feature of our operational model.
CTG Wellbeing gives all CTG staff access to six free virtual counselling sessions with licensed mental health professionals. These sessions are confidential, flexible, and virtual to ensure access to staff in challenging and remote locations. Whether someone is struggling with burnout, grief, anxiety or just needs someone to talk to, the support is there.
This initiative is part of CTG’s wider Duty of Care approach, which includes robust safety protocols, field support and a continuous investment in staff training and development. We know that to build peace, support must begin with the peace of mind of our own teams.
Creating a culture of care
Prioritising mental health in humanitarian work is not a sign of fragility. It reflects the strength and resilience required to operate in complex, high-pressure environments. Supporting mental wellbeing means giving our teams the tools they need to sustain that strength over time.
For clients and partners, working with CTG means choosing an organisation that places the welfare of its people at the heart of its mission.