People Priorities for Non-HR Leaders

The sustainability and resilience of the workforce remain an acute challenge in the social impact sector. Limited resources, high expectations, and emotional investment in the mission make for a uniquely demanding environment. Without a dedicated HR function, leaders often find themselves trying to juggle everything - hiring, retaining, and engaging staff - on top of their core responsibilities of managing people and everything that goes with it. It’s a tough balancing act, and I know from experience that trying to do it all alone can lead to burnout. 

As a leader in the charitable sector, you’re likely managing everything from compliance to culture, often with limited resources. I’ve seen dedicated leaders stretch themselves thin, believing they have to handle it all. The reality? When you’re pulled in every direction, both the organisation and the people you serve can suffer. There’s a better way, and sometimes, breaking down and rethinking structures is the only way forward. 

1. Knowing your limits: You can’t do it all 

In charities, burnout is a real risk. Long hours, compassion fatigue, and the weight of responsibility can take a toll. Passion for the mission is vital—but it shouldn’t come at the cost of well-being. 

Set boundaries – Encourage breaks and time off, even during high-pressure periods. The Organisation of Working Time Act limits employees and you as a leader to an average of 48 hours per week and mandates rest breaks. Every organisation, no matter its size or complexity, must ensure employees take their required breaks. Ignoring these protections can lead to unhealthy and unlawful practices. 

Beware of ineffective TOIL policies and hidden overtime – Too often, we see organisations with time-off-in-lieu policies that don’t work in practice, leaving employees - leaders included -unable to take the time they’ve earned. If an employee regularly receives or answers emails in the evening or early morning, they are, in effect, working. Over time, this leads to a culture of excessive hours and hidden overwork. 

Recognise when you’re taking on too much – If you're juggling every HR function alongside your primary role, it’s worth re-evaluating priorities. Spreading yourself too thin can do more harm than good. 

Seek external support – You don’t need to be an expert in everything. In an increasingly litigious Ireland, some HR, employee relations, and industrial relations matters require specialist expertise. Certain issues are simply too complex to manage alone - handling them without the right support can escalate problems and increase litigation risk. Seeking expert advice may come at a cost, but in the context of risk, it’s often a worthwhile investment. A quick conversation with a specialist could save you from far greater challenges down the line. 

2. Knowing When to Outsource or Strengthen Your Board: Protecting Your Organisation 

Consider your Board’s expertise. Having an experienced HR professional on your Board provides invaluable strategic guidance and risk management insight. I’ve always supported local and national charities by sitting on Boards and offering my expertise for free - but not everyone in business or the HR profession is willing or able to do the same. If you can’t find a credible HR professional to join your Board (and I know that’s not easy), outsourcing certain HR responsibilities may be the best alternative. When HR issues arise, handling them poorly can create bigger problems than the original issue. 

3. Key areas where external expertise makes a difference: 

Handbooks, contracts, and HR documentation – These documents form the backbone of your organisation and define your relationship with employees. Clear, well-drafted policies set the right tone, prevent misunderstandings, and help avoid future disputes. Too often, organisations borrow policies from elsewhere, thinking they can adapt them to their needs. This approach is risky - not only may the policies be outdated or non-compliant with employment law, but they may also be entirely inappropriate for your organisation. Getting expert support ensures your policies are legally sound, up to date, and aligned with your organisation’s specific operations. 

Manager training – A well-trained manager can prevent minor issues from escalating into major conflicts. Investing in training now saves significant time, cost, and stress later. Core areas of training should include Dignity at Work, handling disciplinary issues, and managing grievances. When managers are equipped to handle these challenges confidently and fairly, it strengthens the entire organisation. 

Workplace investigations – Mismanaged investigations can lead to legal risks, internal distrust, and, in some cases, unwanted media attention. In the charity sector, we frequently see fundamental mistakes in this area - often due to the misconception that handling investigations in-house is more cost-effective. In reality, these cases are complex, and getting them wrong can lead to serious repercussions, including large awards, published cases in the WRC, and reputational damage. Workplace investigations require a unique combination of skills: empathy, analytical thinking, the ability to weigh evidence, deep knowledge of employment legislation, and excellent report-writing skills. In my experience, these skills are not found in every HR practitioner - let alone in charity leaders, who may excel at funding applications, marketing campaigns, or advocacy but are not necessarily trained in employment law and complex case management. 

Redundancies – Mishandling redundancies can lead to legal claims, reputational harm, and a loss of trust among remaining employees. The process must be carefully planned, managed with fairness, and fully compliant with employment law. Starting this process without the right expertise can be a costly mistake. 

3. Employee well-being: The long-term view 

Supporting employees isn’t just about pay or perks; it’s about ensuring they have the right support and that leaders aren’t stretched beyond capacity. Small, intentional steps can make a big difference: 

Encourage work-life balance: This isn’t just for frontline staff - leaders need it too. 

Create a network of support: Whether through peer mentoring or external HR support, no one should be handling everything alone. Making use of your Charity Institute membership by attending forums and networking with your peers can make a problem feel shared and halved.  

Think strategically about HR: Rather than firefighting problems as they arise, plan ahead and bring in the right expertise when needed. 

Final thought: It’s about smart resource allocation 

You don’t need to do everything yourself to make a meaningful difference. Knowing your limits and seeking support when necessary can help protect you, your team, and your organisation. The key is to approach HR with the same strategic thinking you bring to fundraising - because your people are your most valuable asset. 

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