This briefing document provides a short overview of some of the key discussion points raised by both speakers and guests in the February 2024 London Specialist Advice Forum.

1. The story so far in the sector

• Overall feeling amongst the sector that there have been some worrying recent trends, like more staff leaving their jobs, and challenges in recruitment and retention.
• Managers have reported an increase in staff illnesses, raising concerns about employee well-being.
• More employees are seeking mental health support, including counselling and helplines/Employee Assistance Programme access
• Some individuals express reluctance to return to the office, preferring to work from home due to lingering pandemic-related anxieties.
• Increased workloads are causing frustration among both clients and staff.
• Overall client satisfaction has decreased (this is likely due to referral fatigue and declining positive outcomes after support has been sought), and there are signs of empathy fatigue and burnout among staff.
• Resilience is something that we are meant to rely on temporarily to get us over a difficult period, not permanently.

2. Key issues that impact wellbeing in the sector: information from gathered from practitioner workshops (Matt Howgate)

• Low Pay
• No job security and no opportunity for development 
• Long hours, unmanageable workload, and relentless emails
• Blocks to effective working- poor technology and lack of support 
• Poor supervision and management 
• Toxic/lazy colleagues and poor workplace culture/behaviours 
• Austerity, inequality, and the state of society generally 
• Vicarious trauma, stress, and burnout 
• Problems outside of work - family and personal issues

3. What should the advice sector consider in tackling the “wellbeing crisis” in the sector?

• To tackle the issue, we need to consider three levels:
• Overall context, including complex client needs, ineffective policies, COVID-19 impacts, cost of living, housing insecurity, climate change, and global conflicts.
• Some of these issues are outside of your control but some are completely out of our control.

• For example, funders who carelessly underfund a project and/or any manager or Board that makes and implements decisions that create or perpetuate conditions that cause stress, anxiety, job insecurity, financial problems, unhealthy working environments, inequity, and unfairness are capable of creating workplace unwellness.

• Organisational factors like purpose, culture, processes, relationships within teams and externally, and operational efficiency.
• Individual factors such as skills, qualifications, experience, personality, ambition, values, health (both physical and mental), disabilities, and necessary accommodations.
• Our sector has gotten better at addressing well-being issues, with many organisations offering support like gym memberships, social activities, and EAP programmes.
• But sometimes, it feels like we're trying to put out a fire while surrounded by matches.

4. The main takeaway

• Tackling the problems of workplace wellbeing is a strategy and budgetary issue and can only be addressed if managers and trustees take time to work out what the reach causes are within their organisation 
• It is important to avoid a one-size-fits-all approach in this as not every policy or support system is fit for use for everyone.

5.  Further Support

LawCare offers free, independent, and confidential support through our helpline, live online chat, and email service. services are available to anyone in the UK legal community, including support staff and concerned family members. The service supports all sectors of the legal profession – solicitors, barristers, advocates, judges, chartered legal executives, chartered trademark attorneys, patent attorneys, costs lawyers, and paralegals, including those studying and in training. You can find out more here