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If you work in social services in Canada, you’ve likely felt it: teams are stretched thin, colleagues are burning out, and hiring new staff feels harder than ever. From executive directors to frontline caseworkers, people across the social sector are asking the same question:
How can we build a resilient social services workforce in the face of burnout and staff shortages?
In this post, we’ll explore the current challenges, why resilience matters for sustainability and service delivery, and practical strategies — from mental health supports to flexible work and inclusive leadership — to strengthen our teams. We’ll also look at global trends (digital transformation, pay equity movements, climate stressors) that are reshaping the nonprofit workforce.
Burnout in social work and nonprofit roles has reached alarming levels. A 2025 survey found that nearly half of Canadian workers (47%) feel burned out – a sharp rise from just 33% two years prior. In frontline caring professions, the toll is especially high. One recent study reported that 64% of social workers surveyed were experiencing burnout symptoms, and about 42% of Canadian professionals overall described themselves as “burnt out” by late 2023. Burnout is more than just being tired – it’s a state of chronic exhaustion, cynicism, and reduced efficacy caused by unrelenting stress. The Canadian Mental Health Association notes that these burnout levels, while shocking, sadly confirm what they hear on the ground: “employees are exhausted, they’re detaching from their jobs.”
Several factors are driving this burnout wave. Heavy workloads and understaffing are key culprits. In a recent poll, 52% of workers said their burnout was mainly due to excessive workloads from understaffed teams. In other words, vacant positions and worker shortages are forcing existing staff to carry more weight. This creates a vicious cycle: unfilled roles lead to overwork, which leads to burnout, which then drives even more people to quit. Employers see the effects: nearly 40% of Canadian managers admit that not being able to fill vacancies has directly caused burnout among their remaining staff. The data backs this up – organizations with under-resourced teams suffer higher absenteeism, delays, turnover and lost productivity.
Staffing shortages in the social sector are a nation-wide concern. Even as of late 2024, 40% of Canadian nonprofits expected to face labour shortages or recruitment/retention challenges in the near term. Difficulty hiring qualified people was cited more often than any other obstacle in a recent sector survey. And while there are some signs of improvement (down from 50% anticipating labour woes a year prior), many organizations still can’t find or keep all the people they need. The health and social assistance field consistently has one of the lowest unemployment rates (meaning jobs are plentiful) but also struggles with high turnover because the work is tough and the pay often modest. For example, in the child welfare sector, 75% of social workers reported “unmanageable” workloads and nearly 45% of those who left the job did so because of stress or vicarious trauma. When almost half of departures are due to burnout and emotional strain, it’s clear that retaining staff is directly tied to addressing workplace stressors.
Mental health concerns among social service professionals are widespread. Frontline staff often support clients through trauma, poverty, and crisis – but who supports the staff? Research during the COVID-19 pandemic showed “concerning levels of mental health issues” in Canadian social workers and significantly lower resilience in younger workers entering the field. In one 2023 study, about 41% of social workers showed signs of depression, 21% screened positive for PTSD, and 16% for anxiety disorders. This is far above population averages, highlighting how chronic exposure to human suffering and high-pressure environments takes a personal toll. Indeed, another survey (before the pandemic) found 26% of social workers met the diagnostic criteria for PTSD – more than one in four – and 50% reported experiencing secondary trauma from their work. These numbers underscore a sobering reality: the very people dedicated to improving others’ well-being are often sacrificing their own mental health in the process.
Compounding these issues are longstanding funding and pay challenges in the nonprofit sector. It’s hard to talk about resilience without acknowledging the structural stressors. Canadian nonprofit workers are predominantly women (77%), with nearly half being immigrants and over a third from Indigenous or racialized communities. They tend to be highly educated and experienced, yet earn significantly less on average than peers in other sectors. For instance, nonprofit employees in Alberta earn roughly 34% less than the average worker in that province. Many roles are part-time or contract, with little job security. This under-compensation leads to financial strain for staff (especially amid high living costs) and fuels turnover – a clear pay equity issue that has sparked calls for fairer wages in the sector. As one report put it, nonprofit workers are “diverse but undervalued,” often facing difficult employment conditions despite their passion for the mission.
The bottom line: Canada’s social service workforce is facing a perfect storm of high demand, high stress, and insufficient support. Burnout and mental health struggles are rampant, many organizations are chronically understaffed, and talented people are drifting away for greener (or at least less overwhelming) pastures. This isn’t just a staffing problem – it’s a service delivery problem. When agencies can’t maintain a healthy, stable team, the quality and continuity of care for vulnerable clients suffers. So, what can be done? The answer lies in actively fostering workforce resilience – creating conditions that help staff cope, grow, and stay committed even amid challenges.
Building workforce resilience is not a “nice-to-have” for social services – it’s mission-critical. Resilient employees (those who are supported to manage stress and stay well) are the foundation of effective, sustainable organizations. When staff burn out or leave in droves, programs falter and communities feel the impact. Conversely, when staff feel valued and resilient, they can deliver high-quality services consistently and compassionately. In short, taking care of our people enables them to take care of others.
One reason resilience is vital is the strong link between employee well-being and organizational performance. Burnout doesn’t just hurt workers – it hurts the bottom line and the mission. Stressed-out, exhausted staff are more likely to make errors, have lower productivity, take sick leave, or disengage from their work. They’re also far likelier to quit. According to Gallup research, burned-out employees are 2.6 times more likely to be actively seeking a different job. High turnover in turn drains resources and knowledge. Replacing an employee can cost anywhere from 50% to 200% of their annual salary once you factor in recruiting, training, and lost productivity. For nonprofits already juggling tight budgets, these are costs they can’t afford. Globally, workplace burnout is estimated to cost the economy $1 trillion (USD) per year in lost productivity – a figure that highlights just how much unresolved stress at work is undermining collective progress.
On the flip side, investing in workforce resilience pays off in myriad ways. A safe, healthy work environment leads to better retention, higher engagement, and ultimately better outcomes for clients. The World Health Organization emphasizes that “safe and healthy working environments… improve staff retention, work performance and productivity.” When staff have manageable workloads, psychological supports, and a voice in the workplace, they’re more likely to stick around and go the extra mile. This continuity is particularly crucial in social services where strong, trust-based relationships between providers and clients take time to build. Frequent staff turnover can disrupt client care and erode trust, whereas a stable team can deliver deeper, more effective support.
There’s also a quality-of-care imperative: workforce resilience directly affects service quality and client safety. In child welfare, for example, overworked social workers reported they cannot adequately protect children when they are too rushed to form relationships with families. In health care, burned-out staff have been linked to higher error rates. In mental health services, staff who are themselves struggling may have less empathy or energy for clients. By bolstering staff well-being, organizations ensure that clients receive the best of their workers, not what’s left of them.
Finally, focusing on resilience is simply the right thing to do from an ethical and human perspective. Social service professionals enter the field from a place of compassion and commitment. They deserve the same compassion from their employers and systems. We have a duty to create workplaces where those who care for our communities are not expected to martyr their own health. Prioritizing staff well-being aligns with our values of empathy, justice, and respect. It also boosts morale and loyalty – when staff see that leadership cares about their wellness, it builds goodwill and a sense of shared purpose.
In short, workforce resilience is the backbone of long-term sustainability and impact in the social sector. It’s about ensuring our organizations can weather crises (like a pandemic or surge in demand) without collapsing, because our people have the capacity and support to adapt. It’s about maintaining the continuity of care that vulnerable individuals rely on. And it’s about modeling the very well-being and dignity that we advocate for in society. As we’ll discuss next, there are concrete strategies to cultivate resilience – it doesn’t happen by accident. By being proactive and strategic, leaders can turn things around and create workplaces where staff can thrive even in challenging times.
Tackling burnout and staffing shortages requires multi-pronged action. There’s no magic wand, but by systematically improving how we support and engage employees, organizations can make a real difference. Below are key strategies – proven approaches that social service agencies (big and small) in Canada can use to bolster workforce resilience and retention. These strategies range from on-the-ground mental health supports to high-level culture and policy changes.
You can’t pour from an empty cup. Organizations must ensure their employees have access to mental health supports and stress relief tools. This can include Employee Assistance Programs (EAPs) that offer counseling, facilitated peer support groups to debrief tough cases, or partnerships with organizations like the Canadian Mental Health Association (CMHA) for workplace mental health training. Normalize using mental health days – encourage staff to take time off to recharge without stigma. (Notably, in a recent survey workers said the #1 way employers could combat burnout is by encouraging time off and mental health days.) Some agencies have started offering a few extra “personal wellness days” per year or closing the office for a collective mental health break after especially intense periods.
Beyond time off, consider on-site or virtual wellness resources: mindfulness or yoga sessions, mental health workshops, or quiet relaxation spaces in the office for short breaks. Make sure benefits plans include coverage for therapy or psychological services. Most importantly, create a culture where it’s OK to say “I’m feeling overwhelmed” and ask for help. Leaders can model this by speaking openly about stress and setting boundaries (for instance, not emailing staff at midnight or while on vacation). A psychologically safe workplace starts at the top – when employees see their bosses taking mental health seriously, they feel permission to do the same. In fact, Canada has a National Standard for Psychological Health and Safety in the Workplace, and embracing its guidelines (such as identifying psychosocial hazards like workload and acknowledging mental health in HR policies) can provide a strong framework. Ultimately, supporting staff mental health isn’t just kind – it preserves your workforce. As the WHO notes, effective actions to protect mental health at work prevent loss of work time and talent that results from conditions like depression and anxiety.
The pandemic taught many organizations that work can be done differently – and more flexibly. Embracing flexible work arrangements is a powerful strategy to reduce burnout. Rigid 9-to-5, in-office expectations don’t always align with the realities of social service work or employees’ lives. Where possible, offer options like hybrid or remote work, adjustable schedules, or compressed work weeks. For example, some family service agencies found that allowing social workers to do documentation from home one day a week (instead of racing between client visits and the office) improved work-life balance without harming client service. Frontline roles that require physical presence can still rotate staff to allow occasional long weekends or offer flexibility in shift swaps.
Flexibility also means compassionate policies: if a staff member is a parent, can you offer some accommodations around childcare needs? If someone is pursuing further education (say an MSW degree part-time), can you flex their hours during exam season? These adjustments can pay back in loyalty and reduced turnover. A feeling of control over one’s schedule is huge for mental well-being – lack of control and inflexible hours are known psychosocial risk factors for burnout. On the other hand, strategies like reasonable caseload expectations and “administrative days” (time blocked for paperwork to reduce after-hours toil) help prevent overload. One Alberta nonprofit report noted that while remote work during COVID cut down commuting stress, staff did miss some in-person camaraderie. The lesson: find a balance that maintains team cohesion (through regular check-ins or hybrid team days) while giving employees more agency over when, where, and how they work. In sum, flexibility is a key retention tool in today’s job market – and a cornerstone of a resilient, human-centered workplace.
Social service work can be emotionally grueling, and many staff endure secondary trauma from exposure to clients’ pain. Organizations should adopt trauma-informed supervision approaches to help staff process these experiences. That means training supervisors to recognize signs of burnout or vicarious trauma in their team and respond with empathy (not judgment). Instead of “Why are you behind on your files?” a trauma-informed supervisor might say, “I’ve noticed you seem impacted by that last case – let’s talk about what support you need.” Regular debriefings or one-on-one check-ins can provide a safe outlet for staff to share what’s weighing on them. Some agencies use a “buddy system” or peer support circles where workers debrief difficult cases together, normalize their feelings, and share coping strategies. This aligns with the recommendation from experts that a “trauma and resilience informed approach to workplace policies and practices is urgently required” in social services.
Agencies can also offer training in self-care and resilience skills – for example, workshops on managing compassion fatigue, or how to set emotional boundaries. But importantly, leadership must ensure the workload is adjusted to allow time for these activities. It’s ineffective to tell staff to “practice self-care” if they are drowning in cases. As the national child welfare study highlighted, addressing burnout requires organizational fixes like manageable caseloads, not just asking workers to be more resilient individually. So, a trauma-informed organization will strive to limit unnecessary bureaucratic tasks (recognizing that 72% of child welfare social workers said excessive paperwork kept them from client time) and streamline processes that cause staff frustration. It will also cultivate an environment where seeking help (like using counseling services or asking for a mental health leave) is seen as a strength, not a weakness. By embedding trauma-informed principles – safety, trustworthiness, choice, collaboration, and empowerment – into management practices, organizations can mitigate the emotional toll on staff and keep them engaged in the work they love, rather than exiting due to burnout.
Another piece of the resilience puzzle is giving staff a sense of future and growth in their jobs. Many folks leave the nonprofit/social services sector not only because of stress, but because they don’t see a sustainable career path or opportunities to advance. To improve retention, organizations should invest in career development and mentorship for their employees. This can mean establishing tiered roles or promotions (so a frontline worker can become a senior practitioner, then perhaps a supervisor, etc., rather than feeling stuck in the same position year after year). Even in a small agency with a flat hierarchy, you can offer titles or new responsibilities (e.g. “Training Coordinator” or “Project Lead” assignments) that signal professional growth.
Providing regular training opportunities is a win-win: staff build skills (like clinical techniques, leadership, or digital skills) and feel the organization is interested in their progression. In turn, the agency benefits from a more skilled workforce and can fill higher positions internally. Consider supporting employees to attain relevant certifications or degrees – for instance, tuition reimbursement, time off for studies, or an internship program for those pursuing an advanced qualification. When people see a long-term trajectory for themselves in your organization or sector, they are far more likely to stay through short-term challenges. It’s also a morale boost: learning new things can reignite passion and confidence, which combats the stagnation that feeds burnout.
Career development is also about feedback and recognition. Implementing regular performance and development conversations (separate from just performance “reviews”) can help employees set goals and feel seen. Celebrate achievements and milestones – no one wants to feel invisible or like a cog in the machine. And don’t overlook salary progression as part of career pathways: even if budgets are tight, look for ways to reward longevity and new skills (small increments, bonuses, or non-monetary perks like extra vacation can show people that loyalty matters). The OECD notes that lack of career advancement and feeling under-valued are significant factors in employee mental health and turnover. By contrast, clear pathways and development foster a sense of purpose and optimism, which are antidotes to burnout. Especially for the younger generation of social service workers (who, as mentioned, reported lower resilience when they feel unsupported), showing them “you have a future here” is critical to keeping their talent in the sector.
Workforce resilience thrives in a positive workplace culture. Organizational culture might sound abstract, but it boils down to how people treat each other and the values that guide decision-making day-to-day. To reduce burnout and boost morale, leaders must cultivate a culture of respect, inclusion, and support. What does that look like in practice? For starters, inclusive leadership is key: ensure that all staff – regardless of their role, background, or identity – feel heard and valued in the organization. Remember that the social services workforce is diverse (majority women, many newcomers and BIPOC individuals), and an inclusive culture means actively working to eliminate any discrimination or bias internally. The WHO warns that negative workplace behaviors, discrimination and exclusion are risks to mental health at work. So, policies around equity, diversity, and inclusion (EDI) are not just box-checking – they directly tie to staff well-being. Create channels for employee input (surveys, town halls, staff reps) and genuinely listen to their feedback on workload, safety, and culture issues. When employees see changes based on their input, trust grows.
Supportive leadership also means practicing empathy and fairness. Leaders should model work-life balance (e.g. not praising all-nighters, but rather encouraging teams to unplug after hours). Recognize and reward teamwork and not just individual heroics – resilience is a team sport. Make it standard for managers to regularly ask staff, “How are you managing? What do you need?” and respond proactively. Simple acts like celebrating personal and team successes, or acknowledging hardships (sending a meal to a team that worked through a tough week, for instance) go a long way. Also, ensure zero tolerance for harassment or bullying; staff must know they will be protected if they speak up about toxic behavior. A healthy culture is one where people look out for one another. It’s telling that in the child welfare survey, 88% of social workers said their colleagues were their greatest source of support. Peers often “hold each other up” in hard times. Organizations can facilitate this camaraderie through team-building activities, peer mentorship programs (pairing new hires with experienced buddies), and openly celebrating the collective mission. When people feel psychological safety at work – meaning they can be themselves, admit mistakes, and express concerns without fear – resilience naturally increases. An inclusive, supportive culture is like the soil in which all other interventions (mental health programs, flexible policies, etc.) take root. Without it, those initiatives won’t fully flourish.
Social service organizations do not operate in a vacuum – broader systems and policies greatly affect their workforce challenges. Thus, part of building resilience is looking outward and advocating for systemic changes that support staff well-being. This might involve joining forces with other nonprofits to push for increased funding for community services (so that agencies aren’t forced to run on a shoestring which often means overworking underpaid staff). It can include speaking up to government about the need for fair wages in the sector, student loan forgiveness programs for social workers, or funding specifically earmarked for mental health training and supports in nonprofit workplaces. Sector networks like the Ontario Nonprofit Network (ONN) and Imagine Canada have been championing a “decent work” movement in recent years, highlighting that chronic underfunding and short-term project grants contribute to precarious employment and burnout in nonprofits. Leaders should engage with these movements – your voice as an employer carries weight in policy discussions.
Systems-level advocacy also means addressing issues like pay equity. Many social services roles (e.g. shelter workers, counselors, community outreach staff) are historically underpaid relative to similar work in government systems, partly because nonprofits rely on contracts and donations. We can advocate for funding contracts that include the true cost of employment (decent wages, benefits, training) rather than expecting martyrdom from our staff. Some provinces have started to look at this – for example, campaigns to raise wages for early childhood educators and personal support workers have gained traction as equity issues. There are also pay transparency initiatives encouraging nonprofits to openly post salary ranges to ensure fairness and attract talent. By supporting these efforts, organizations signal to current and prospective staff that they believe in valuing their people. After all, how can we talk about resilience if someone is worrying about paying their own bills?
Additionally, advocating for better working conditions through policy (like reasonable caseload standards in child welfare legislated by government, or occupational health regulations that include psychological safety) can lead to sector-wide improvements. The Canadian Association of Social Workers, for instance, has called for strategies to “improve staff retention and reduce turnover” and “promote mental health and wellness” across child protection systems – essentially urging governments and agencies to prioritize the workforce behind service delivery. Social service leaders can lend their support to such recommendations, whether through writing op-eds, participating in consultations, or leveraging their boards and funders to bring attention to workforce issues.
Finally, collaboration among organizations can be a form of systems advocacy. Instead of competing, nonprofits can share resources on staff training, or develop sector-wide mentorship exchanges, etc. During the pandemic, many agencies banded together to advocate for emergency wage subsidies and mental health resources – showing that there is strength in numbers. By championing changes beyond your own four walls, you help create an environment in which resilience can truly thrive. Remember, a resilient workforce is not just an internal HR issue; it’s a social issue that requires collective action. When the system supports caregivers – through fair policies, funding, and societal respect – everyone benefits, from the staff themselves to every client they serve.
It’s important to zoom out and recognize that the challenges and solutions for Canada’s nonprofit workforce are influenced by broader global trends. Here are a few major currents making waves, which leaders should keep on their radar when planning for the future:
Of course, other global trends also play a role – from demographic shifts (aging populations mean higher care demands) to public health crises (as COVID-19 taught us). The “Great Resignation” that swept many countries post-pandemic saw workers reevaluating their jobs, including in nonprofits. Many sought better work-life balance, prompting employers to step up retention efforts. There’s also a positive trend of growing awareness of mental health in workplaces worldwide, partly spurred by the pandemic, with more employers open to accommodations and wellness programs. And let’s not forget digital globalization – even nonprofit staff are now collaborating across borders, learning from global peers about innovative practices to support teams. All these factors remind us that Canada’s social service workforce issues are part of a larger tapestry. By staying attuned to these trends, leaders can anticipate challenges and borrow solutions that have worked elsewhere.
The evidence is clear: investing in your workforce’s resilience is investing in your organization’s future. Burnout and staffing shortages in social services are not insurmountable problems. They are urgent signals for change – a call to action to do right by the people who drive our missions every day. As a leader or manager in this field, now is the time to take a hard look at your current practices and ask: Are we truly supporting our staff’s well-being and growth? Where can we do better?
Start with an honest assessment. Talk to your team – create forums for them to candidly share what’s causing the most stress and what changes would help. You might be surprised by the insights and practical ideas front-line staff offer. Review your policies and culture through the lens of resilience: Do we encourage reasonable work hours and self-care, or do we (implicitly) reward burnout behaviors? Are supervisors equipped to support staff mental health? Are we providing enough opportunities for training and advancement? Identify a few priority areas and make a concrete plan to improve them, with leadership accountability. Even small steps, like scheduling a wellness workshop or adjusting one onerous procedure, can signal to staff that things are moving in a positive direction.
Crucially, back up words with resources. It’s not enough to say “we value staff wellness” if no budget is allocated for it. Consider reallocating funds (or seeking new funding) for initiatives like hiring an extra staff member to lighten caseloads, bringing in a mental health professional periodically, or upgrading that outdated IT system that causes everyone daily frustration. These investments pay dividends in retention and performance. Remember, burnout and turnover have real costs – often hidden – that may far exceed the cost of preventive measures. For instance, if an experienced program manager leaves due to burnout, the disruption and hiring process might cost you tens of thousands of dollars (not to mention lost productivity). Wouldn’t it be wiser to invest a fraction of that into keeping them healthy and motivated?
At the same time, join hands with your peers to advocate for sector-wide change. Many of the challenges (like underfunding or lack of recognition) are bigger than any one organization. Add your voice to coalitions pushing for fair funding models, labor improvements, and mental health initiatives in our sector. When funders see unified demand for, say, funding that covers full staff costs including wellness, they are more likely to respond. And when government hears from multiple community leaders that “we risk a care workforce crisis if we don’t act,” it strengthens the case for supportive policies.
Let’s also celebrate and build on what’s working. Despite all the strains, countless social service teams have shown incredible resilience and ingenuity. Share success stories – for example, if your agency piloted a 4-day workweek with positive results, spread the word. If you found a great approach to peer mentorship or a burnout prevention toolkit, let others know. In this way, the whole sector can benefit and improve.
In closing, workforce resilience is the bedrock of caring communities. The social services field exists to uplift people – but we cannot do that effectively if we neglect the uplifters. By implementing these strategies and adapting to emerging trends, we can create healthier workplaces that retain passionate professionals and attract new talent to the fold. More importantly, we ensure that those professionals can bring their best selves to work, delivering the kind of compassionate, consistent support that changes lives.
This is a journey, not a one-time fix. But it’s a journey worth embarking on. As a social service leader, will you commit to making workforce well-being a strategic priority? The challenge is great, but so is the payoff: a resilient social services workforce means a stronger organization and a stronger impact in our communities. It starts with the choices we make today. Let’s choose to invest in our people. Your staff’s well-being is your organization’s well-being. By taking action now, you’re not only preventing the next burnout or vacancy – you’re paving the way for a brighter, more sustainable future for your team and those you serve.
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