Salary and Organisational Culture Survey Report 2024

Salary and Organisational Culture Survey 2024

Author: Sarah Clarke

Head of membership and insight, CharityComms

Sarah is the Head of membership and insight at CharityComms. She’s dedicated to growing and improving the membership experience for our fantastic network of charity communicators.

Introduction and Executive Summary

Our Salary and Organisational Culture Survey helps to benchmark data around the UK charity sector’s marcomms salaries and workplace culture to give individuals, teams and organisations an understanding of how communications and digital is regarded.

How salaries are changing, year on year, is a key aspect in assessing how valued people feel in their role, and we look at overall salary levels, segmenting by various factors such as location, charity size, role level and specialism. Our report also provides a range of other insights, from how communicators are using AI to how supported they feel in their roles, to fully capture the value of comms in charities.

We were delighted to partner again with Agenda Consulting, who supported us with survey fieldwork undertaken between 7 November 2024 and 31 January 2025, and the data analysis used to create this report.

The 250 people who responded to the survey work across a range of comms roles and levels, from charities of all sizes and causes throughout the UK. 67% of respondents said they were members of CharityComms.

More information about the respondents can be found throughout the report as well as in the methodology section.

Welcome from CharityComms

Adeela Warley

CEO of CharityComms

Adeela Warley leads CharityComms in our work for our members and in the wider sector, to champion the value of charity communications and raise its quality by connecting and inspiring communication professionals working in and with UK charities.

A huge thank you to all the busy communicators who took time out to share their experiences and tell us how well their work is understood and valued by their organisations. Although the picture emerging is mixed, we hope that charities will use the data to make positive changes and strengthen the case for investment in strategic communications.

By placing strategic communications at the heart, charities will be better placed to overcome the many challenges they face in a rapidly changing landscape. Skilled communicators can help shape positive working cultures, build strong brands, raise funds, influence and persuade your target audiences to secure the change you want to see in the world.

The report shows that communicators are passionate about their work and the causes they advocate for, but this alone cannot sustain their energy and professional commitment. They need understanding from within their organisations, with senior leadership setting realistic expectations, creating clear and distinct roles and remits, and thinking creatively about how to reward and recognise their skills and safeguard their wellbeing.

We are working in an exciting and challenging context and it’s more important than ever to recruit, nurture and retain the extraordinary communications talent in our sector.

We hope this report will provoke discussion and action in the sector. Here at CharityComms, we will continue to share the insights you need and to be a champion for our professional community.

Welcome from Agenda Consulting

James Gurd

People Scientist, Agenda Consulting

James works with UK and international not-for-profits to help them understand the views and opinions of their people, and translate data into insight.

It has been a pleasure to support CharityComms again this year, and we are grateful for the participation of so many respondents. As the survey shows, people’s time is tight, but those contributions have made this dataset a powerful source of context and insights.

Times are not easy for UK charities who are facing political, financial and cultural headwinds. Marketing and communications – internal and external – are functions that can help keep the ship on course, and it’s good to see that 76% of charity communicators feel that comms is valued in their organisation.

There are – as ever – tensions in the data, especially around workload, work-life balance and wellbeing. Work-life balance has increased alongside workload, while support and happiness at work have decreased, which leads us to consider whether organisations doing enough to craft job roles that are workable, future-proofed and people-centred.

As well as giving you some answers, I hope this survey data will provoke new questions, new ideas, and new conversations about how marcomms roles are broadening and evolving.

Executive Summary

Work plays a significant part in our lives. This year’s report shows that charity communicators are feeling more positively about achieving a better balance between their job and personal life – 81% of people told us they feel they have a good work-life balance.

However, we’ve found that doesn’t necessarily translate to professional happiness, with those who say they are happy in their current role dropping slightly to 65%.

“I’ve noticed that compared to friends who work in the private sector, the charity sector seems to have done more to help staff cope with cost of living and stretched resources, not through salary increases necessarily but other creative ways e.g. team lunches, wellbeing measures etc.“

This may be partly explained when we look more specifically at job roles and responsibilities. We’re seeing an increase in the number of people being asked to cover a wider variety of work – those saying their role covers all areas has increased by 10 percentage points to 27% from last year.

%

feel they have a good work-life balance

%

say they are happy in their current role

%

say their role covers all areas of marcomms

The numbers are also indicating changes to team sizes, with shifts at either end of the scale – the number of teams with 21 or more people dropped the most, from 21% last year to 11% this year, while those with 1-3 people increased to from 36% last year to 40% this year.

Workload management could also be a factor in determining professional happiness, with half of respondents saying they feel that the amount of work they need to do is manageable, but just one in five telling us they have effective tools at work to manage their workload.

“Underpaid but you’re not there for the money. But there’s only so much a mission can be attractive amid a cost of living crisis and many stressful days trying to be a jack of all trades yet a master of none – and that is often how it can feel within charity sector comms.“

Yet communicators are looking toward innovative digital tools to reduce their time on tasks. Looking at how charity communicators are using AI, the biggest jumps were for comms or marketing copywriting and to help with grant writing or fundraising asks. On another positive note, more people also told us that their organisation has a guide or policy in place to support staff in their use of AI (17% compared with just 4% last year).

%

tell us they feel their workload is manageable

%

believe they have effective tools at work to manage their workload

%

say their charity has a policy or guidelines to support staff in using AI

Despite our findings around professional happiness, as in previous years, higher salary is the main reason people would think about looking for another another role. This year we’ve also seen an increase in those prioritising job security. A quarter of people said flexibility is something they would consider when looking for a new role, and transparency also remains an important aspect of the recruitment process.

Our report is split into parts, taking you through how salaries for those working in marcomms have changed during the past year, as well as looking more in depth at ways of working, workplace culture and wellbeing, personal development, and recruitment and careers. Each section includes key takeaways, case studies, and resources.

Key insights

81% of people told us they feel they have a good work-life balance.
Those who said they are happy in their current role has dropped slightly to 65% (from 68% last year).
Those saying their role covers all areas has increased by 10 percentage points to 27% from last year.
One in five people told us they have effective tools at work to manage their workload.
17% of people said their organisation has a guide or policy in place to support staff in their use of AI (compared with just 4% last year).
A quarter of people said flexibility is something they would consider when looking for a new role.

Section 1

Practicalities: salaries and roles

After several years of growth in the average salary for charity communicators, 2024 shows a slight drop to £42,174.

This matches a slight shift in the spread of salaries across salary bands, with more people falling into the lower salary bands than previously.

However, it should be noted that this year there were fewer participants working at CEO or Director level than last year, with the majority (43%) at Manager or Senior Manager level.

Table caption: A data table which shows an increasing average salary from 2013 (at under £35,000) to 2024 (£42,000), with significant increase from 2022 (£39, 500) to 2023 (nearly £43,000). No data was recorded in this area for 2017 – 2019.

Table caption: Annual salaries benchmarking 2024 vs. 2023 salaries. Under £30,000 15% vs 14%, £30,000 – £39,999 36% vs. 35%, £40,000 -£49,999 26% vs. 24%, £50,000 – £59,999 13% vs 13%, Over £60,000 10% vs. 13%.

We can start to notice more differences when it comes to role level, with higher salary levels more typical for those at Director, Head of and Senior Manager level, while 56% of those at Executive or Officer level say they earn below £30,000.

Table caption: A data table which shows the typical salary bands by level of responsibility. Director – Under £30,000 0%, £30,000 – £39, 000 0%, £40,000 – £49,999 5%, £50,000 – £59,999 19%, Over £60,000 76%. Head of – Under £30,000 3%, £30,000 – £39, 000 0%, £40,000 – £49,999 28%, £50,000 – £59,999 45%, Over £60,000 25%. Senior Manager – Under £30,000 3%, £30,000 – £39, 000 28%, £40,000 – £49,999 45%, £50,000 – £59,999 24%, Over £60,000 0%. Manager/Lead – Under £30,000 0%, £30,000 – £39, 000 54%, £40,000 – £49,999 12%, £50,000 – £59,999 8%, Over £60,000 0%. Senior Executive / Senior Officer – Under £30,000 15%, £30,000 – £39, 000 65%, £40,000 – £49,999 12%, £50,000 – £59,999 8%, Over £60,000 0%. Executive/Officer – Under £30,000 56%, £30,000 – £39, 000 40%, £40,000 – £49,999 4%, £50,000 – £59,999 0%, Over £60,000 0%.

Looking at benchmarking data from across the sector, the average salary for a charity role posted on the CharityJob website in 2023 was £36,100, while the average for more specific roles in marketing, PR and digital rose to £38,300.

“Charity salaries are on average 15-20% below those for the same role in other sectors. This makes it hard to stay in a job when circumstances change or cost of living increases.“

Charity size also appears to affect typical salary levels, with 23% of those working at small charities (with 1-10 people) reporting a salary of under £30,000, compared to 9% of those working at large charities (with 101-999 people).

Table caption: A data table which shows the typical salary bands by charity size. Small charities (1 – 10) – Under £30,000 23%, £30,000 – £39, 000 43%, £40,000 – £49,999 26%, £50,000 – £59,999 3%, Over £60,000 6%. Medium charities (11 – 100) – Under £30,000 17%, £30,000 – £39,000 36%, £40,000 – £49,999 27%, £50,000 – £59,999 10%, Over £60,000 10%. Large charities (101-999)- Under £30,000 9%, £30,000 – £39, 000 33%, £40,000 – £49,999 26%, £50,000 – £59,999 20%, Over £60,000 12%. Extra large charities (1000+)- Under £30,000 11%, £30,000 – £39, 000 37%, £40,000 – £49,999 16%, £50,000 – £59,999 21%, Over £60,000 16%.

When it comes to location, 34% of those whose charity is based in London fall into the £30,000-£39,999 salary band, which rises to 67% of those whose charity location is in the Midlands. The people most likely to have a salary of under £30,000 are those whose charity is based in the North East (at 42%).

Table caption: A data table which shows the typical salary bands by location of charity. London – Under £30,000 7%, £30,000 – £39, 000 34%, £40,000 – £49,999 29%, £50,000 – £59,999 18%, Over £60,000 12%. South East – Under £30,000 26%, £30,000 – £39,000 29%, £40,000 – £49,999 21%, £50,000 – £59,999 15%, Over £60,000 9%. Midlands- Under £30,000 13%, £30,000 – £39, 000 67%, £40,000 – £49,999 0%, £50,000 – £59,999 20%, Over £60,000 0%. South West- Under £30,000 36%, £30,000 – £39, 000 50%, £40,000 – £49,999 7%, £50,000 – £59,999 0%, Over £60,000 7%. North West- Under £30,000 0%, £30,000 – £39, 000 44%, £40,000 – £49,999 56%, £50,000 – £59,999 0%, Over £60,000 0%. North East- Under £30,000 42%, £30,000 – £39, 000 25%, £40,000 – £49,999 33%, £50,000 – £59,999 0%, Over £60,000 0%.

%

of those working at small charities earn less than £30,000

is the average salary for a charity communicator

%

of those at Executive or Officer level say they earn below £30,000

Unsurprisingly, salary remains the main driver for people to consider a change of role – 78% of our respondents said a higher wage would tempt them to consider a job move.

Comparing this data to the wider world of work, the 2025 Salary Guide from recruiter Michael Page shows that 43% of UK professionals they surveyed would start a new job for a higher salary.

“The thing I see is most prevalent is that many of us have sole responsibility for marketing and comms, from the day-to-day work to strategic planning. However, our salaries and job titles rarely reflect this. Most are officer or coordinator roles, but you compare them to the manager roles, and we are all doing the same work. It just depends on whether your organisation recognises that.”

Looking at how management responsibilities affect salary levels, we see that 72% of managers are on a salary of £40,000 or above compared to 25% of those who do not manage people as part of their role.

Table caption: A data table which compares typical salary bands for managers and non-managers. Under £30,000 Manager 7% vs Non-manger 26% , £30,000 – £39, 000 Manager 24% vs Non-manager 49%, £40,000 – £49,999 Manager 32% vs Non-manager 19%, £50,000 – £59,999 Manager 21% vs Non-manager 5%, Over £60,000 Manager 19% vs Non-manager 1%.

Not everyone wants to be a line manager

Matt Smith

Managing Director at THINK

Matt is Managing Director at THINK, the leading international consultancy dedicated to not-for-profit fundraising, marketing and communications. Here Matt shares some thoughts on the importance of valuing expertise and skill set, not just someone’s ability to manage other people.

LinkedIn

Creating a less hierarchical organisational model

Not everyone wants to be a line manager. Yet often the only way to progress at work is through managing more.

It forces people into roles they’re not good at, to make career choices they don’t want to make and can ultimately result in a really rubbish culture.

I’ve noticed a real positive difference at workplaces that give promotions and pay rises based on expertise and skill set. Not their ability to manage other people.

Moving to a less hierarchical model also helps massively with flexibility and being less office-centric. If your best people don’t need to line manage, then they can do that far more easily from places other than the office.

Job roles, responsibilities and challenges

When we asked people to tell us their core area of expertise, communications (30%), digital/social (14%) and marketing (10%) continue to be the most common. The biggest jump was in those saying their role covers all areas, which rose by ten percentage points from last year to 27%.

“It would be good to see more dedicated Marketing and/or Comms Director roles in mid-sized charities. Most combine fundraising and comms together. They are two very different roles and need equal attention, particularly when supporting growth.“

Table caption: A data table which shows a breakdown of the area of expertise of respondents. Percentages listed in descending year order, from 2024 to 2019. Communications – 30%, 33%, 24%, 26%, 26%, 25%. Cover all areas – 27%, 17%, 16%, 16%, 13%, 15%. Digital/online/social media – 14%, 12%, 18%, 22%, 17%, 21%. Marketing – 10%, 9%, 8%, 11%, 7%, 8%. PR/press/media relations – 6%, 7%, 8%, 6%, 5%, 8%. Fundraising – 3%, 5%, 9%, 5%, 11%, 4%. Public affairs/policy/advocacy – 3%, 3%, 3%, 2%, 3%, 4%. Campaigns – 2%, 4%, 2%, 4%, 3%, 3%. Internal communications – 2%, 2%, 2%, 4%, 2%, 3%. Brand management – 2%, 1%, 1%, 0%, 2%, 3%.

%

say their role covers all areas of marketing and comms

%

of managers are on a salary of £40,000 or above

%

of people would be tempted to move jobs for a higher wage

This sense of more and more being asked of people, with additional responsibilities being included in job descriptions, was echoed in the comments we received. People listed the multiple areas of work they are expected to cover:

“I have a good salary for a comms lead but I’m not just a comms lead – I’m also a marketer, a graphic designer, a web developer, an SEO specialist, a volunteer coordinator, a policy writer, a PR expert, an internal comms expert, a budget holder, a comms strategist, and the person who orders stationery!”

Those who said they cover all areas were less likely to say they are happy in their role, at 61% compared to 65% overall. They were also less likely to feel that they had a good work-life balance, at 69% compared to 95% overall.

“In the smaller charity sector, I feel they want a LOT for their money. For example, I am a sole comms person, therefore expected to be an expert on marketing, comms, PR, social media, digital comms, fundraising and IT.”

Looking for the comms unicorn

Deniz Hassan

Digital Director, Astarita Aldrich & Ward (AAW)

A full stack digital marketer and the founder of the UK’s first ever digital fundraising agency, Deniz leads digital change and strategy projects for domestic and international non-profits. Here Deniz shares some thoughts on what it means when we set unrealistic expectations for leadership roles in charities.

LinkedIn

Charity sector roles that try to combine too much in one

In just the last week I’ve seen three leadership roles in the charity sector that combine digital, data, and technology into a single job description (in one case paying below market rate). It seems to be [standard] to conflate multiple jobs into one salary.

More than anything, it signals to me that our CEOs still have a fundamental misunderstanding of these disciplines and what they actually do. They might as well put printer maintenance in the JD too…

These are not interchangeable skill sets. Yeah – they work closely together. But they require different expertise. And if you show me the one person who can lead all three areas, I’ll show you a horse-esque creature with a lustrous mane and a single horn.

These areas are far too important to be playing at guessing games with.

Read Deniz’s full post about job descriptions for leadership roles on LinkedIn.

Key insights

After several years of growth in the average salary for charity communicators, 2024 shows a slight drop to £42,174.
78% of our respondents said a higher wage would tempt them to consider a job move.
72% of managers are on a salary of £40,000 or above compared to 25% of those who do not manage people as part of their role.
27% of people said their role covers all areas, a rise of ten percentage points from last year.
Those who said they cover all areas were less likely to feel that they had a good work–life balance, at 69% compared to 81% overall.

Resources

Reports benchmarking salaries

Charity Job Salary Report 2024 – using data from over 48,000 full-time vacancies posted on the CharityJob website last year, to provide insights into average charity salaries and trends.
Third Sector’s Charity Pay Study 2024 – a rundown of the highest-paying voluntary sector organisations in the UK.
TPP’s 2024 Non-Profit Salary, Rewards & Retention Survey Report – a review of the salary, rewards and retention picture in the sector.
ACEVO’s Pay and Equalities Survey 2024 – examining chief executive salaries, benefits and job satisfaction, as well as exploring the level of equality and diversity in our sector’s leadership, and satisfaction levels in the make-up and performance of boards.
2025 salary guide from Michael Page.
2025 Salary Guide from Membership Bespoke – salary and benefits analysis and trends from the membership sector.
2024 Finance & Accounting focused Salary Guide from Membership Bespoke.
The 2025 Freelancer Rates Report – insights from YunoJuno into freelancer day rates and project lengths.

Reports on charities and the workplace

Charity Employer Index – 50 leading charities ranked on their workplace policy – Third Sector’s benchmark of leading charities’ policies, from EDI to whistleblowing (subscription required).
Charity Pulse Report 2025 – the latest edition of the Charity Pulse report explores the main trends in fundraising, digital innovation, and donor trust in 2025.

Section 2

Organisation structure and ways of working

Location and flexible ways of working

While the number of people saying that they work from home full time fell slightly to just under a quarter (24%) – and in general the numbers (numbers) indicate that people seem to be reducing the overall number of days they are working from home – 6% of people told us that their time working from home changes and is not set each week.

Table caption: A data table which shows how much time respondents spend working from home. Percentages listed in descending year order, including 2024, 2023 and 2022. 1 day per week – 6%, 5%, 8%. 2 – 3 days per week – 35%, 31%, 30%. 3 – 4 days per week – 24%, 30%, 30%. I’m working at home full time – 24%, 27%, 39%. I don’t work from home – 4%, 3%, 2%.

47% of those employed at an extra large charity (1000+ people) say they work at home full time, compared to 20% of those at medium-sized charities (11-100 people). A third (34%) of people at small charities (1-10 people) say they are working at home full time.

Table caption: A data table which shows how much time respondents spend working from home by charity size. Percentages listed in ascending charity size order, small charities (1-10), medium chariteis (11-100), large chartieis (101-999) and extra large charities (1000+). 1 day per week – 6%, 10%, 4%, 0%. 2 – 3 days per week – 29%, 27%, 36%, 37%. 3 – 4 days per week – 20%, 24%, 30%, 11%. I’m working at home full time – 34%, 20%, 20%, 47%. I don’t work from home – 3%, 3%, 5%, 0%. My time working from home changes and is not set – 9%, 6%, 6%, 5%.

24% cited flexibility as something they would consider when looking for a new role, and one in five people said remote working would factor into their thinking about changing jobs.

Shifting to flexible working options remains a major consideration when it comes to recruitment in the sector. During 2024, 78% of jobs submitted to the CharityComms jobs board included a remote, hybrid or flexible option in their description.

Charity People also shared with us that of the roles they were recruiting to during February 2024 to February 2025, 76% were hybrid or flexible and 28% were listed as fully remote.

A recent survey of 2,000 UK professionals found that a third (34%) of workers aged 25-34 would leave their jobs if they were asked to come into the office more regularly. As part of a recent poll from Raconteur and Attest, 46% of homeworkers said they would look for a new job straight away if they were asked to come into the office full time.

%

say their time working from home changes and is not set

%

think flexible working is something that might make them look for a new role

%

tell us they work 2-3 days per week from home

Team size, structure and ways of working

Over the past several years the numbers seem to be indicating a growth in the number of smaller marcomms teams and a decrease in the number of large teams.

In 2020, 32% of people told us there were between 1-3 people at their organisation who had marcomms as part of their role, which has grown to 40% of people in 2024. In 2020, 37% of people said there were 11 or more people with marcomms as part of their job, which went down to one in five people (21%) last year.

Table caption: A data table which shows how many people at the organisations of respondents have communications and marketing as part of their job role, with a yearly comparison in descending order from 2024 to 2020. 2024 – 1-3 people 40%, 4- 10 people 35%, 11+ 31%. 2023 – 1-2 people 36%, 4-10 people 34%, 11+ 27%. 2022 – 1-3 people 40%, 4-10 people 32%, 11+ 27%. 2021 – 1-3 people 25%, 4-10 people 36%, 11+ 30%. 2020 – 1-3 people 32%, 4-10 people 32%, 11+ 37%.

The biggest change has been in the number of those saying that their charity has 21 or more people with marcomms responsibilities during this four-year period, which went down by 10 percentage points, from 21% in 2020 to 11% in 2024.

Table caption: A data table which shows how many people at the organisations of respondents have communications and marketing as part of their job role, with a yearly comparison in descending order from 2024 to 2020.

2024 – 1-3 people 40%, 4- 7 people 27%, 8 – 10 people 8%, 11- 20 people 10%, 21+ 11% 2023 – 1-2 people 36%, 4-7 people 25%, 8 – 10 people 9%, 11- 20 people 10%, 21+ 17%. 2022 – 1-2 people 40%, 4-7 people 23%, 8 – 10 people 9%, 11- 20 people 11%, 21+ 16%. 2021 – 1-2 people 35%, 4-7 people 27%, 8 – 10 people 11%, 11- 20 people 13%, 21+ 17%. 2020 – 1-2 people 32%, 4-7 people 22%, 8 – 10 people 10%, 11- 20 people 16%, 21+ 21%.

When we consider charity size, 11% of small charities (1-10) people, say they have no one with marcomms as part of their job role, while 37% of extra-large charities (over 1000 people) have 21 or more people working to some extent on comms or marketing.

The effectiveness of cross-team communication

Looking at cross-team communication, there was a slight dip in how many people feel comms is effective across their organisation from last year’s figures (from 56% to 54%). 16% said cross-team communication is ineffective where they work (up from 13% in 2023).

Table caption: A data table which shows the rating of effectiveness of cross-team communication within organisations, with a yearly comparison in descending order from 2024 to 2019. Percentages are listed via the rating score of very effective, effective, not effective or ineffective, ineffective, very ineffective. 2024 – 5%, 49%, 29%, 15%,1%. 2023 – 9%, 47%, 31%, 12%, 1%. 2022 – 6%, 43%, 24%, 22%, 4%. 2021 – 5%, 35%, 27%, 27%, 6%. 2019 – 5%, 38%, 32%, 22%, 4%.

There is a recurring pattern in our reports of those saying they are likely to make a career move in the coming year are less likely to feel comms is effective within their organisation. However, this rate has dropped to 39% from 54% last year.

%

feel that cross-team communications is effective at their organisation

%

of those at large charities (101-999) feel their cross-team comms is ineffective

%

tell us there are 1-3 people working in marcomms at their organisation

Charity size also appears to influence how people feel about cross-team communication at their organisation, with comms feeling more effective for people at smaller charities. 68% of those working at small charities (with 10 or fewer employees) feel that their cross-team comms is effective, dropping to 53% at extra large charities (with more than 1000 employees).

Almost a quarter of those working at large charities (with 101-999 employees) said cross-team comms was ineffective where they work.

Table caption: A data table which shows the rating of effectiveness of cross-team communication within organisations, comparing results by charity size. Percentages are listed via the rating score of very effective, effective, not effective or ineffective, ineffective, very ineffective. Small charities (1- 10) 11%, 57%, 26%, 6%, 0%. Medium charities (11- 100) 7%, 49%,30%, 12%. Large charities (101-999) 0%, 46%, 30%, 23%. Extra large charities (1000+), 0%, 53%, 42%, 5%, 0%.

Building an effective marketing and communications team

Kathryn Havelock

Marketing and Communications Specialist in Arts and Culture

Kat share her insights from professional experience gained at some of London’s leading arts organisations and attractions, including marketing leadership roles at the British Museum, the Wallace Collection, the Design Museum and the V&A.

LinkedIn

Creating a supportive and safe environment

There are many factors that can act as catalysts for teams to work well together, but clear communication is the most important.

In order to have clear, open and honest communication, you need to be able to foster an environment of psychological safety for your team, where they build trust and feel safe sharing ideas, voicing concerns and asking for help without fear of reprisal or blame. This is generally born from mutual respect, support and encouragement.

As a team leader, your role is to provide clear direction, motivation, and support. That means knowing yourself, knowing each and every member of your team, and being very clear on what collectively you exist as a team to achieve.

Understanding your team structure

In the charity sector, teams are often under-resourced and so team structures have often been designed to be the best they can in less-than-ideal circumstances.

When joining an established team as the new team leader, one of the best things you can do is to practice active listening and observation. Where are people finding joy in their roles? What aspects are they most enthusiastic about? What are the blockers preventing them from achieving more? What are their individual strengths and areas for development?

You need to be able to recognise each person’s unique combination of knowledge, skills, experience and motivations in order to get the best from them, and that involves spending time with them 1-2-1, but also observing them working as part of the wider team and their interactions with others.

Usually, a team that’s overworked will find it harder to connect with each other. Team members will fail to notice when someone else is struggling because they will be consumed with their own tasks, so finding time and space for people to share where they need help and support – and making sure you and others have capacity and headspace to step in when needed – is key to fostering that safe space.

Recognising team members as individuals

It’s important to remember that people bring their entire selves to work – they don’t stop being a parent, a carer, having family or relationship issues, having health problems, feeling stressed, struggling with mental health, having money worries, and essentially going through the entirety of the human experience simply because they have logged on for their working day.

Showing understanding and compassion is fundamental to being a supportive leader and a role model to others in your team to demonstrate the kind of culture you want to embody.

If people feel they can come to you with any issue that is affecting their work or a deadline or task they’re struggling with, you can create a culture of trust and safely that helps build an effective team.

Aligning work back to your overall mission

Another aspect to remember is that people need to see their work as important, so linking tasks and achievements back to the vision and mission of the organisation is fundamental.

People very rarely work somewhere just for a salary; they are far more likely to have chosen the organisation because they are personally invested in what you do.

To get the best from people, try and tap into this passion and drive and make sure they know how what they do contributes to the wider organisational goals – you’ll get the best from people when you work with what drives them personally and professionally.

Top tips for building an effective marcomms team

Take the time to get to know your team as individuals and as part of the wider team dynamic.
Create a culture of trust by making this your default position.
Understand that your team are human – show empathy and understanding, especially when things don’t go 100% to plan.
Be clear about what you need from your team and when, and what the consequences for other teams are if you can’t meet your deadlines.
Communicate how and why the team’s work matters to the bigger picture of what the organisation is trying to achieve.

How communicators are using AI

There are some positive trends toward AI adoption. One in five people said that while they don’t currently use AI, they do have plans to start using it. 19% of people who took part in our survey told us that their organisation does not currently use AI and has no plans to – down from 27% last year.

The top two uses for AI were for copywriting (39%) and event transcription (21%). Other uses cited included note taking during meetings and analysing data for projects. This year, we’re also seeing a more even spread of AI use cases, from conducting research (13%) to creating images (6%).

The biggest jumps in AI-assisted work were for copywriting, which increased by 14 percentage points on last year (from 25% to 39%), and to help with grant writing or fundraising asks, which was listed by just 5% of people in 2023 and increased to 18% of people in 2024.

Table caption: A data table which shows a year on year comparison (2024 vs 2023) of how charities are using AI tools and resources. Copywriting – 39% vs 25%, Event transcription 21% vs 12%, we don’t currently use AI but are planning to 20% vs 24%, We don’t currently use AI and have no plans to 19% vs 27%, To help with grant writing or fundraising ask 18% vs 5%, conducting research 13% vs 7%, Design 10% vs 10%, processes 10% vs 3%, image creation 6% vs 5%, CRM processes 6% vs 5%, Chatbot 5% vs 7%, Predictive modelling 2% vs 2%, suppoer service delivery 2% vs 2%.

%

say their charity doesn't currently use AI and has no plans to do so

%

are using AI to support them in marketing or comms copywriting

%

say they're using AI tools to help with grant writing or fundraising asks

“The potential of generative AI is vast but as the technology world focuses on developing high concept innovation at speed, the third sector remains focused on practical and versatile tools that improve fundraising, make donations easier and promote awareness of the brand.“

– Charity Pulse 2025: Insights from Enthuse Intelligence

Comparing the charity sector with other industries, a recent survey by the Access Group found that out of a range of 12 industries and professions, charities and not-for-profit organisations were the least likely to be using AI. 29% of those surveyed working in the charity sector said that they use AI tools, with 36% using generative AI for content creation.

The value of using AI in your comms

Andrew Davis

Digital Consultant and Workshop Leader

Andrew is a keynote speaker and trainer in social media, Generative AI and content marketing, and here summarises some thoughts for us on how Generative AI can support charity communicators in their work. Find out more about Andrew’s work at: andrewmilesdavis.com.

LinkedIn

Like the assistant you always wished you had

I’ve been in digital marketing and content since 2001, witnessing the rise of search dominance, social media, influencer marketing, and mobile. But nothing has shaken things up as fast as Generative AI.

It’s like the assistant you always wished you had – helpful, quick, sometimes even funny (though, let’s be honest, it doesn’t always get it right).

For charity marcomms teams, AI can be a game-changer, saving time, improving engagement, and maximising impact with limited resources. It can automate routine tasks, analyse donor data, predict trends and personalise outreach for you.

A very important aspect is keeping up with the latest AI tools. This ensures you’re making the most of what’s available – whether it’s content creation, audience insights, or campaign optimisation.

AI priorities and support for staff

This year 17% of charity communicators told us that their organisation has an AI policy or guidelines to support staff – a massive increase from just 4% of people who said they had these in place in 2023.

A further one in four people said that although they don’t currently have guidelines in place, they are working on something (26% compared with 14% last year).

Table caption: A data table which shows year on year comparison on AI policy or guidance availability in charities. Percentages are listed from a ranking of yes; no, butwe’re planning one; no; don’t know. 2024 – 17%, 26%, 52%, 5%. 2023 – 4%, 14%, 71%, 11%.

Perhaps unsurprisingly, charity size appears to have an influence on whether an organisation invests in supporting staff with AI.

6% of those working at small charities (1-10 people) said that they have an AI policy in place, growing to a quarter of those working at a large charity (101-999 people).

Table caption: A data table which shows AI policy or guidance availability by charity size. . Percentages are listed from a ranking of yes; we’re working on one; no; don’t know. Small charities (1 – 10 people) – 6%, 23%, 66%, 5%, 3%. Medium charities (11- 100) – 14%, 26%, 57%, 2%. Large charities (101 – 999) – 25%m 25%, 41%, 10%. Extra large charities (1000+) 21%, 37%, 32%, 11%.

The Charity Digital Skills Report 2023 also shows the differences that size can make, with more than half (53%) of large charities saying that AI tools are a priority, with just 26% of small charities saying the same.

Enthuse Intelligence’s Charity Pulse 2025 report showed that 49% of charity leaders feel that understanding and developing policies around generative AI is a significant area of concern.

According to Econsultancy’s Future of Marketing report which looks at the wider marketing field, 21% of marketers say that their organisation has no formal adoption strategy around Generative AI.

“We’ve been developing our approach to AI with input from our community and through a cross-team working group who have helped to put policies and guidance in place to support staff whilst they learn and explore. We feel this is the best way to ensure that our use of AI is ethical, effective and transparent whilst also enabling us to be innovative.“

– Ropinder Gill, Chief Executive at Lymphoma Action, quoted in a report from the Access Group.

Key insights

6% of people told us that their time working from home changes and is not set each week.
In 2020, 21% of people said their charity had 21 or more people with marcomms responsibilities, which went down to 11% in 2024.
This year, 11% of small charities (1-10 people), said they have no one with marcomms as part of their job role.
68% of those working at small charities (with 10 or fewer employees) feel that their cross-team comms is effective, dropping to 53% at extra-large charities (with more than 1000 employees).
One in five people said that while they don’t currently use AI, they do have plans to start using it.
This year 17% of charity communicators told us that their organisation has an AI policy or guidelines to support staff – a massive increase from just 4% of people who said they had these in place in 2023.
6% of those working at small charities (1-10 people) said that they have an AI policy in place, growing to a quarter of those working at a large charity (101-999 people).

Resources

Ways of working

9 Future of Work Trends for 2025 – insights from Gartner on harnessing AI, inclusion and innovation to drive organisational success and resilience.
Remote Working at Empower – insights from the team at Empower on how they stay connected while working remotely.
The Year in Remote Work: 2024’s Biggest Shifts – looking at the fundamental shifts, trends, and lessons from remote work (or the lack of it) in 2024, and how might they shape the future of remote work in 2025.
Who are the hybrid workers? Almost five years after the start of the COVID-19 pandemic, the Office of National Statistics looks at the types of workers most likely to be following a hybrid working pattern.
What Is Work Culture? 12 ways to build a positive working environment from Built In, the online community for startups and tech companies.
Three minute explainer on… meeting hangovers – meetings are taking up an increasing amount of our working week. What can we do if they’re also leaving some staff feeling disengaged and unproductive?

Team size and structure

Marcomms teams structure options – Randall Fox outline some of the most common models as well as some additional examples of ways to approach a team structure
The pivotal roles of communications and fundraising in UK charities – insights from Executive Recruit on how these two roles can work in a charity,
How big should your comms team be? US-based public relations and marketing firm, Forthright Advising, outline what they’ve seen among their nonprofit clients and what to take into account when thinking about team size.
Who should be on your communications team? Interesting insights into some typical comms team structures and how roles and responsibilities can work within a non-profit.
More chief communication officers are reporting to CEOs – results from a report from media monitoring platform, Memo, on how comms fits within the organisational structure.

Section 3

Workplace culture and wellbeing

Work–life balance, happiness and mental health

81% of charity communicators tell us that their job allows them to have a good work–life balance, up from 77% last year. Conversely, those saying that they are happy in their current role has dropped slightly from 68% to 65%.

Table caption: A data table which shows if people feel they have a good work-life balance, with a yearly comparison in descending order from 2024 to 2020. Percentages are listed via the rating score of strongly agree, agree, neutral, disagree, strongly disagree. 2024 – 31%, 50%, 9%, 8%, 2%. 2023 – 36%, 41%, 10%, 11%. 2022 – 24%, 48%, 11%, 13%, 5%. 2021 – 25%m 44%, 13%, 15%. 2020 – 22%, 45%, 18%, 12%.

Table caption: A data table which shows how happy people are in their current comms role, with a yearly comparison in descending order from 2024 to 2020. Percentages are listed via the rating score of very happy, quite happy, neither happy nor unhappy, quite unhappy, very unhappy. 2024 – 18%, 47%, 26%, 16%, 0%. 2023 – 22%, 46%, 16%, 12%, 3%. 2022 – 18%, 49%, 15%, 14%, 3%. 2021 – 22%, 47%, 14%, 12%, 4%. 2020 – 20%, 50%, 15%, 13%, 3%.

46% of people say their organisation encourages them to talk about their wellbeing (up from 42% last year), with a further 42% saying they feel able to talk about their wellbeing informally. However, just 22% of respondents told us that their organisation is giving them the help they need to manage their wellbeing effectively (down from a quarter last year).

31% of charity communicators told us that their role has a positive impact on their mental health, which is down from 44% last year. More than half of people said that their role has a neutral impact on their mental health (up from just 16% last year), while those saying their role impacts their mental health negatively fell to 16% from a quarter last year.

Table caption: A data table which shows the rating of how much respondents feel their role impacts their mental health, with a yearly comparison in descending order from 2024 to 2019. Percentages are listed via the rating score of very positively, positively, neutrally, negatively, very negatively. 2024 – 5%, 26%, 53%, 11%, 5%. 2023 – 7%, 37%, 16%, 23%, 2%. 2022 – 5%, 33%, 33%, 25%,4%. 2021 – 2%, 25%, 38%, 26%, 7%. 2020 – 4%, 22%, 39%, 29%, 6%. 2019 – 4%, 28%, 36%, 27%, 4%.

The numbers are encouraging though there are risks if employee happiness and wellbeing is not monitored. Those who told us that their role covers all areas are more likely to say that their role negatively impacts their mental health, at 37% compared to 16% overall.

“I think there is too much of an expectation on comms professionals in the sector. With limited resource they are often expected to be able to cover a large variety of digital marketing skills such as social media, website, graphic design, video editing etc. This often spreads you too thin and you can’t have the impact you want but also leading to creative burnout.“

%

say their job allows them to have a good work-life balance

%

feel their organisation is giving them the help they need to manage their wellbeing effectively

%

say they are happy in their current role

Workload and organisational support

Fewer people this year told us they typically work longer than their contracted hours, with 22% saying they work three or more extra hours per week, compared to 29% last year.

Those at extra-large charities (1,000+ employees) were more likely to be working longer hours than contracted with almost one in six people (16%) saying they typically work six or more hours extra per week.

Table caption: A data table which shows how many hours people typically work over their contracted hours, with a yearly comparison in descending order from 2024 to 2019. None – 22%, 23%, 15%, 15%, 12%, 10%. Less than 30 minutes per week – 12%, 10%, 8%, 7%, 3%, 8%. 30 – 60 minutes per week – 17%, 18%, 16%, 16%, 11%, 16%. 1 – 2 hours per week – 20%, 21%, 25%, 24%, 22%, 26%. 3 – 5 hours per week – 17%, 21%, 26%, 24%, 31%, 27%. 6 – 10 hours per week – 4%, 7%, 7%, 11%, 15%, 10%. 10+ hours per week – 1%, 1%, 5%, 3%, 6%, 3%.

“Being in social media and press means you are ‘on’ all the time and have to keep a phone with you just in case, on evenings and weekends too.”

More people told us that they receive time off in lieu (TOIL) for extra hours worked, up from 34% to 46% on last year.

When we asked how people feel about the amount of work they need to do and the support that they receive, two thirds of of people said they can decide when to take a break.

Exactly half of all respondents said they feel that their workload is manageable, which decreases to 38% of people whose role covers all or multiple areas of comms and marketing.

Table caption: A data table which shows which factors apply to respondents when it comes to managing their workload, with a year on year comparison (2024 vs 2023). I can decide when to take a break – 66% vs 59%; My workload is manageable – 50% vs 49%; I feel able to ask for help in managing my workload – 48% vs 46%. My organisation is giving me the help I need to manage my wellbeing effectively – 22% vs 25%; I have effective tools at work to help me manage my workload – 20% vs 16%; I often feel stressed at work – 42% vs 40%; My workload is too much and stops me doing a good job – 34% vs 35%; I often feel burnt out at work – 26% vs 27%; I frequently search for resources to help prevent burnout – 9% vs 8%.

However the data indicates that people may not have mechanisms or measures available to help them manage their workload if issues arise which can negatively impact their working lives. Just under half (48%) of charity communicators said they feel able to ask for help in managing their workload.

Only one in five said they have effective tools to help balance their workload and 42% said they often feel stressed at work. One third of people told us that they feel their workload is too much and prevents them from doing a good job. While just over a quarter (26%) told us they often feel burnt out at work.

Perhaps unsurprisingly, more than half of those whose role covers all areas say they often feel stressed at work, while 38% said they feel burnt out at work. This group are also less likely to feel that their organisation is providing them with the help they need to manage their wellbeing, at 10% compared with 22% of respondents overall.

Table caption: A data table which shows which factors apply to respondents when it comes to managing their workload, by areas of expertise. The percentage list is ordered as: cover all areas, comms, marketing, digital/social, and PR/press/media relations. I can decide when to take a break – 60%, 72%, 71%, 69%, 47% ; My workload is manageable – 38%, 54%, 67%, 54%, 27% ; I feel able to ask for help in managing my workload – 38%, 45%, 63%, 60%, 40%; My organisation is giving me the help I need to manage my wellbeing effectively – 10%, 22%, 38%, 26%, 40% ; I have effective tools at work to help me manage my workload – 16%, 14%, 38%, 26%, 20% ; I often feel stressed at work – 51%, 36%, 33%, 46%, 40%; My workload is too much and stops me doing a good job – 40%, 31%, 29%, 37%, 33%; I often feel burnt out at work – 38%, 22%, 21%, 26%, 33% ; I frequently search for resources to help prevent burnout – 12%, 8%, 8%, 9%, 7%.

Those specialising in marketing are the most likely to say they have effective tools at work to help them manage their workload, at 38% compared with 20% of people overall. They are also the most likely to feel that their workload is manageable.

Insights on creating inclusive and diverse working cultures

Creating a thriving and inclusive workplace culture

Advita Patel, Chart.PR, FCIPR

CEO, Communications and Inclusion Strategist, CIPR 2025 President

Advita, Founder of CommsRebel and A Leader Like Me, and Co-founder of the Asian Comms Network, share insights on the importance of comms in developing a strong sense of connection to your charity’s vision, mission and strategy.

LinkedIn

How our sector is demonstrating effective workplace communication

A thriving workplace culture relies on effective communication, and I believe the charity sector excels in leading by example. When people feel valued and heard, they develop a strong sense of belonging and connection to the organisation’s vision, mission, and strategy.

Many charity sector communication professionals recognise this as a critical part of their messaging. A great example is the Royal National Lifeboat Institution (RNLI) – despite the pushback and criticism they face they stand by their mission: “…prioritises selflessness, courage, dependability and trustworthiness, with volunteers at their heart.”

When you create an environment where the focus is on inclusive internal communication it can builds a culture where everyone feels empowered to contribute to success. With 66% of UK workers considering inclusion a key factor in job searches, its importance is undeniable.

The importance of working with diverse and inclusive partners

Zekra Rahman

Co-founder and Director at Colour PR

Public relations expert, co-founder and director of Colour PR, Zekra Rahman has built a career on crafting impactful campaigns, amplifying voices, and helping clients connect meaningfully with their audiences. Here, Zekra shares thoughts with us on fostering genuine connection that drives lasting change.

LinkedIn

Building authentic engagement and representation

For charities to truly engage with their audiences whether that’s beneficiaries, funders, volunteers, or the wider public, their communications must be as diverse and inclusive as society itself. This often requires more than good intentions and is where specialist expertise can make a real difference.

By working with partners who understand diverse audiences, charities can create campaigns that are culturally aware, authentic, and impactful. From the media people consume and the languages they speak to the voices they trust and the barriers they face, every element plays a role in building authentic engagement and representation.

Without culturally informed storytelling, thoughtful messaging and strategic targeting, engagement risks being surface-level or missing the mark entirely. That is why investing in these skills through creative collaborations, training, and audience research is crucial. True impact isn’t just about raising awareness; it’s about fostering genuine connection that drives lasting change.

Key insights

81% of charity communicators told us that their job allows them to have a good work–life balance, up from 77% last year.
Conversely, those who said that they are happy in their current role has dropped slightly from 68% to 65%.
88% feel able to talk about their wellbeing (either formally or informally).
Just 22% of respondents told us that their organisation is giving them the help they need to manage their wellbeing effectively (down from a quarter last year).
Those who told us that their role covers all areas are more likely to say that their role negatively impacts their mental health, at 37% compared to 16% overall.
Two thirds of of people said they can decide when to take a break, while just under half (48%) said they feel able to ask for help in managing their workload.
Only one in five said they have effective tools to help balance their workload and 42% said they often feel stressed at work.
One third of people told us that they feel their workload is too much and prevents them from doing a good job, while just over a quarter (26%) told us they often feel burnt out at work.

Resources

Wellbeing and mental health

CharityComms wellbeing guide – includes case studies from charities, as well as tips and techniques on building resilience and supporting the mental wellbeing of ourselves and colleagues.
Mental Health UK’s Burnout Report 2025
Wellbeing Insights from Social Media Professionals – Social AF share insights on the impact of social media work on wellbeing.
The 2024 UK workplace stress report from Personify Health
Wellbeing and fundraising – a guide from the Chartered Institute of Fundraising.
Mental health at work – offers resources and information to help support mental health in the workplace.
Mental Health First Aid England – offers expert guidance and training to support mental health, plus free resources including the Take 10 Together toolkit.

Section 4

The value of comms, digital and strategic thinking

The advocacy for the value of comms and digital as strategic functions of charities has long been championed in the sector by us and others. Data gives us all the insights to see how this perception develops over time but also the points for influencing further change.

“I feel lucky working for my organisation. I’ve been here a long time and cultivated a culture where comms is understood and valued by many colleagues.“

How our work is perceived by others, particularly by our colleagues, can have a huge effect on how we feel about our role. Feeling valued can help to keep us motivated, feel appreciated and that we’re making a difference – as well as helping with an organisation’s retention rates. This year, three quarters (76%) of charity communicators told us that they feel comms is valued by others in their organisation.

Table caption: A data table which shows how much respondents feel communications and marketing is valued in their organisation. Highly valued – 28%; Somewhat valued – 28%;Neutral- 7%; Not really valued – 15%; Not valued at all – 2%.

When we look more closely at the figures, those respondents who said they were planning a career move in the next 12 months were less likely to say comms was valued, dropping nine percentage points to 67%. Half of those planning a job move also believed that those at board or senior management level within their organisation do not have a good understanding of communications (compared to 33% overall).

Insight: Shifting perceptions of comms

Paul Derby

Founder, Derby Communications

Content specialist and storyteller, Paul works with leadership teams to bring organisational stories to life, and here shares thoughts on how leaders can better support and recognise the comms function within their organisation.

LinkedIn

It starts with you

Changing the perception of comms starts at the top. What you say matters, but what you do matters more. Don’t waste all that expertise and know-how. Make it clear that comms is a strategic function. One that stands alone.

Involve your comms team early. As partners at the planning stage, not as the owners of the post box. Recognise comms professionals for what they really are — experts and strategic advisers. The results will speak for themselves.

Think big picture

One of the hardest tasks for any organisation is to simplify strategy. Where are we heading? What does the future look like? Why is it exciting? What are the barriers? How can you play your part?

Strategy is one thing. Bringing it to life in a meaningful, powerful way is another. Welcome your comms team into every strategic conversation from the beginning. Don’t just give them the slides and expect miracles.

Taking away is better than addition

If not in maths, then certainly in comms. Don’t measure success by volume of activity. Your comms team’s most precious commodity is time. Piling task on top of task robs them of the thing they value the most. The space and thinking time to deliver the strategic support the organisation needs. If you do one thing for your comms team in 2025, take stuff away. I promise you, it will be appreciated.

Read Paul’s full post on LinkedIn about providing better support for comms within your organisation.

Strategic thinking around comms – at all levels

When it comes to how comms is valued at senior levels, 54% of people told us they think their board or senior leadership team has a good understanding of comms. That drops to 28% when it comes to digital, and just 30% feel their board or senior leadership team has a good understanding of data.

Table caption: A data table which shows if respondents feel there is a good understanding of comms from board and senior levels, with a year on year comparison (2024 vs 2023). Yes – 54% vs 53%, No – 33% vs 32%, I don’t know – 13% vs 15%.

“After 10+ years in comms, I’m wondering if it’s ever possible to consistently have a board/senior management team that really wants to understand and/or value comms?“

Table caption: A data table which shows what if respondents feel there is a good understanding of digital from board and at senior levels, with yearly rankings. Percentages are listed in descending order from 2024 to 2019. Yes – 28%, 32%, 36%, 38%, 40$, 31%. No – 53%, 45%, 44%, 48%, 50%, 58%. I don’t know – 19%, 23%, 20%, 14%, 10%, 11%.

Tips for developing effective comms with your charity board

Kate Parsley MSc FRSPH

Consultant, coach and Board member

Kate has 17 years of experience in the health and care system and has a decade of pro bono experience in charities, housing and education. As a seasoned Board member and Trustee at Advance, Kate shares her top tips for prioritising communications at Board level.

LinkedIn

Assess the skills and experience of your Board

Do you have Trustees with press, marketing and social media expertise? If not, focus on this gap in your next round of Trustee recruitment.

Review the governance structure

Is communications prominent? Consider renaming or creating a committee to include communications or marketing in the title and presenting a specific comms report at every Board meeting, highlighting the impact of activity, not just the outputs.

Include Trustee communications responsibilities in adverts

Providing clarity in the job description can manage applicants’ expectations and illustrate how they can add value to the vision, mission and strategic objectives of the organisation.

Develop a culture of information sharing

All trustees have a role to play in promoting fundraisers, reports and events. The comms team can encourage this by suggesting content and sharing links via email or other appropriate channels.

Encourage relationships between the Trustees and Senior Leadership Team (SLT)

This strengthens trustees’ understanding of the organisation, which can help frame their advice and challenge of communications activity. And it provides the SLT with invaluable ideas and networking opportunities.

Key insights

Three quarters (76%) of charity communicators told us that they feel comms is valued by others in their organisation.
54% of people told us they think their board or senior leadership team has a good understanding of comms.
That drops to 28% when it comes to digital, and just 30% feel their board or senior leadership team has a good understanding of data.

Resources

Digital strategy and thinking

Seth Godin: What Is Strategy And Why We So Often Get It Wrong
Communicators to the rescue – why, along with being a trusted adviser, communicators must also be able to connect the dots between reputation and risk and a company’s success.
Why your next CEO should be a communications chief – how communications has come to be seen as a “mission-critical” skill for business leaders.
Five key themes from Econsultancy’s Future of Marketing report
Proving the value of communications – insights from industry leaders.
Leadership Vision for Chief Communications Officers in 2025 – Gartner’s CCO Leadership Vision 2025 eBook outlining three top CCO strategic priorities in the year ahead
Data Maturity Assessment tool – an online tool from Data Orchard which enables organisations to measure where they are on the five-stage journey to data maturity.

AI and charities

The CharityComms AI hub – filled with updates and resources to help charity communications teams navigate the dynamic world of AI, including a downloadable resource with a series of exercises to help you and your team develop your own approach to AI.
Getting started with AI – a free, self-serve course from CAST, with an email every week for seven weeks with a guided activity, designed to help you comfortably familiarise yourself with AI.
Charity Digital Skills Report 2023 – detailed findings into how charities are using AI.
AI in Associations – report from the Association of Associations (coming out in early 2025).
Latest data on Essential Digital Skills reveals skills stagnation – analysis of the 2024 Lloyds Bank UK Consumer Digital Index from FutureDotNow.
Employee survey highlights charities as least likely to be using AI in the workplace.
Guidance from NCVO on how AI can help small charities.

Digital trends

Digital Dialogues – a digital report presenting findings from the Digital Futures at Work Research Centre’s five-year programme of research, between 2020 and 2024.
2024 Global Digital Report – a global report on social and digital trends from Meltwater.
Empower’s Digital Trends & Insights Report 2025 – a report that delves into eight key digital areas, each section providing a deep dive into the current state of affairs, highlighting the challenges, opportunities, and potential future directions – good and bad.
Social Media Marketing in 2025: 20 Trends & Predictions to Watch

Section 5

Personal development and priorities

Last year one of our report’s key takeaways focused on the importance of investing in people. Numbers have risen slightly with 20% of people say they have been offered more opportunities for training and development during 2024, up from 17% in 2023.

Table caption: A data table which shows how respondents feel training and development has changed over the past 12 months, with yearly rankings recorded from 2024 to 2019. Percentages are listed with a ranking scale of ‘I have been offered more opportunities’, ‘About the same’ and ‘I have been offered fewer opportunities’. 2024 – 20%, 61%, 19%. 2023 – 17%, 57%, 16%. 2022 – 18%, 54%, 16%. 2021 – 21%, 53%, 25%. 2020 – 18%, 44%, 39%. 2019 – 23%, 59%, 19%.

Also up are the numbers of those with training booked in the next 12 months, rising from 36% in 2023 to 42% this year.

Table caption: A data table which shows if respondents have any training and development opportunities booked in for the next 12 months, with yearly rankings recorded from 2024 to 2019. Percentages are listed with a ranking scale of ‘yes’, ‘no’ and ‘don’t know’. 2024 – 42%, 57%, 1%. 2023 – 36%, 62%, 2%. 2022 – 33%, 64%, 3%. 2021 – 37%, 59%, 4%. 2020 – 28%, 69%, 3%. 2019 – 43%, 55%, 2%.

The types of training remain quite consistent, with the biggest increase being those who took part in training courses (from 52% to 57%) followed by conferences / seminars (from 43% to 45%).

Our survey shows that 30% of those who say they are planning to move jobs within a year also say that they have been offered fewer training opportunities, compared with 19% of all respondents.

The value of investing in comms training

Chris Lee

Independent comms consultant, copywriter and trainer, Eight Moon Media Ltd.

As the founder of Eight Moon Media, Chris helps technology companies, and their PR agencies create content that inspires, educates, entertains, and builds connections with their audiences. Here, he shares his thoughts on why it’s vital to support comms professionals with personal development.

LinkedIn

Keeping up to date with the latest trends

It’s a cliché, but the only constant is change. And in comms, things change fast! That’s why it’s essential comms professionals continue to learn and grow through training, regardless of where they are in their career.

Investing in personal development helps ensure professionals are up to date with the latest trends – for example, how the media works now, how social media is evolving, the critical role influencers – and can continue to develop comms messaging and campaigns that resonate with target audiences and cut through.

How investing in people can make a difference

Our survey this year also shows a slight increase in the number of people listing training and development opportunities in a new role as something that might make them change jobs, up from 18% to 21%.

Other sector statistics on training, such as Fundraising Everywhere’s report on The Impact of Learning and Development on Charity Staff, has shown a pattern between retention and learning and training opportunities. In this report, they found that fundraisers who lack access to learning and development are 10 times more likely to want to leave their job within the next 12 months.

The majority of people seem keen to remain in the charity sector for the foreseeable future, with 87% saying they think they’ll stay in charity communications over the next five years.

Our next section on recruitment, careers and the future looks in more detail at some of the reasons behind career moves and how people are looking for new roles.

What to think about if you’re switching to a new sector

Sharon Jones

Head of Digital Communications, Content and Brand at Genomics England

Sharon is a a digital specialist with extensive experience in public, commercial and not-for-profit sectors. Here she shares her insights into what to think about if you’re considering a change of direction.

LinkedIn

Things to consider when going in a new direction in your career

If you are thinking of changing careers or moving sectors, map out which of your skills can transfer to another role. Having a few strings to your bow is never a bad thing and being versatile and adaptable is important in today’s job market.

Consider gaining new skills whilst you’re in your current job. It’s a low-risk way of trialling what you need without making a big commitment. You may discover it’s not for you. Or can you get involved in projects where you can shadow the skills that you may need for the future?

Do some research and contact people in your network who may already be doing what you want to do or working where you want to work. Prepare yourself for a few knockbacks along the way, but take the learnings, as it will help you to grow. Don’t lose sight of your intended goals and keep a positive mind. Go for it!

Read more from Sharon in this LinkedIn post about moving sectors.

Key insights

20% of people said they have been offered more opportunities for training and development during 2024, up from 17% in 2023.
57% took part in training courses over the past year (up from 52% last year).
30% of those who say they are planning to move jobs within a year also say that they have been offered fewer training opportunities, compared with 19% of all respondents.
21% of people listed training and development opportunities in a new role as something that might make them change jobs (up from 18% in 2023).
87% said they think they’ll stay in charity communications over the next five years.

Resources

Career or networking groups

Digital charity and third sector comms – a great list of groups and communities you should know about, collated by digital comms agency Empower.
Third Sector PR & Comms network – a Facebook group for people working in Comms, PR or Marketing in the Third Sector.
Charity UK – LinkedIn group.
UK Fundraising – LinkedIn group.

Training and learning opportunities

CharityComms events and on-demand content.
Find a volunteering opportunity – information and links from the NCVO to help find a suitable opportunity.
Chartered Institute of Marketing (CIM) – learning resources on YouTube.
Directory of Social Change – charity training.
Foundation for Social Improvement – training courses.

Mentoring and coaching

CharityComms mentoring scheme.
ACEVO – mentoring for charity CEOs.
Mentor Mums – matching mums returning to work with mums who have done it all before.
PRISM (Public Relations, Inclusion, Support and Mentoring) – mentoring scheme run by the Public Relations and Communications Association (PRCA).
Memberwise – mentoring within the membership sector.
Chartered Institute of Fundraising – mentoring for fundraisers.
Creative Mentor Network – working with young people and creative professionals in the creative industries.
Charity Mentoring Network – a community platform that connects organisations, staff and volunteers together, so they can support one another and share their knowledge and expertise.
Just Like Us – matching ambassadors – LGBT+ young adults aged 18-25 who volunteer for Just Like Us – with mentors to aid their development as they enter the workforce.
NEON – support for campaigners, organisers, communications and operations teams working across social movements.

Sector-wide reports

The Impact of Learning and Development on Charity Staff – performance and Job Satisfaction – report from Fundraising Everywhere.
How to Upskill Yourself While Working Remotely – top ways charity workers can boost their skills while working remotely.
2025 Global Learning & Skills Trends Report – key insights from Udemy Business into how to bridge skills gaps, including how to stay current as GenAI continues to revolutionise ways of work.

Section 6

Recruitment, careers and the future

The picture behind career journeys is an interesting one. 32% of people say they are planning a career move in the next 12 months while 54% say that although they’re not currently looking, they would consider a move for the right role.

There are a few reasons why people might be thinking of a job move, a higher salary is the top factor at 78%. Almost half of people (49%) cite more responsibility or seniority as a reason to switch roles, increasing from from 42% last year. Better job security has also increased as a factor for moving jobs since last year, up eight percentage points and listed by 19% of respondents.

Although remote working has dropped nine percentage points on last year, it’s still listed by one in five people as something to factor in when thinking about changing roles. Flexible working was listed by 24% of people compared to 27% last year.

Opportunities are sourced on sector-specific job boards by 84% of people (up six percentage points on last year). LinkedIn is again showing a year-on-year increase in popularity, cited by more than three quarters of people (76%).

“LinkedIn job alerts is a big one. Don’t always have time for active search but always check the alerts to see what’s out there.“

Those naming recruitment consultancies as a method of finding a new role dropped six percentage points to 31%.

The recruitment process – transparency and accessibility

Transparency around the recruitment process continues to be valued by charity communicators. 92% of respondents told us that having the salary listed as “competitive” or not listed at all in the job description for a role would discourage them from applying – up from 89% last year.

“I would flat out not apply for a role that did not disclose the salary or salary range. Applications are time consuming and high effort and with the high discrepancy between salaries it’s not worth gambling when it could be a waste of time. I consider withholding salaries from job ads one of the biggest red flags for organisational culture.”

The sector does seem to be leading the way in transparent recruitment practices when it comes to pay. According to recent research from the recruitment firm Indeed’s Hiring Lab, 71% of job postings in the UK include salary details, while research from We Show the Salary has found that 96% of charity roles tend to list salary details.

“I think there needs to be a lot more transparency with job adverts – ‘competitive’ is not a useful term. Also, a salary helps me to understand if the job is way above or below my skill set.“

How showing the salary creates a more inclusive process

Jo Tidball

Founder and Director of We Show the Salary CIC

Freelance copywriter and editor, Jo, is also Founder and Director of We Show the Salary CIC, campaigning for social change on salary transparency on job ads in the UK. Here she shares her thoughts on how the charity sector is leading the way when it comes to salary transparency, and why it’s so important.

LinkedIn

Creating a more level playing field

Showing the salary or a salary range is an essential part of creating a fairer, more inclusive and accessible recruitment process, and levelling the playing field on pay gaps.

I know that many charity professionals have advocated for the #ShowTheSalary cause in recent years, and when we looked at job ads for the best-known UK charities at the end of 2024, we found that an amazing 96% of them showed the salary.

This is significantly higher than for other sectors we looked at, so the charity sector is absolutely leading the charge on this important issue. At We Show the Salary we want to reach the point where every single charity job ad shows the salary, and we want to see employers in other sectors up their game and make the same commitment to showing the salary on their ads too.

17% of people said that having a qualification (such as a degree) listed as a requirement in the job description for a role would discourage them from applying, down from 19% last year.

Creating an ethical recruitment process

Mai Mbye

Solicitor in the Litigation and Employment Team at Tozers LLP

Tozers LLP’s team of specialist charity and social enterprise law solicitors act for a diverse range of charities, social enterprises and other not-for-profit organisations across Devon, the wider South West and across the UK. Here, Employment Solicitor Mai Mbye, shares insights into why charities need to support equity and integrity in recruitment.

Ensuring fairness, transparency and inclusivity throughout the hiring process

Recruitment in charities goes beyond simply identifying candidates with the right skills – it’s also about finding individuals who share the charity’s mission and values. Ethical recruitment is essential to ensure fairness, transparency and inclusivity throughout the hiring process.

In the UK, this includes compliance with employment laws such as the Equality Act 2010, which mandates non-discriminatory practices in job advertisements, interviews, and the selection process. These legal frameworks are in place to support equity and integrity in recruitment, and to ensure candidates are protected from unfair or unfavourable treatment.

For charities, adopting ethical recruitment practices is important to upholding their reputation and maintaining the public’s trust. Fair and transparent recruitment processes not only help avoid legal challenges but also promote a positive internal culture which is integral to the charity’s operation and success.

It should not be overlooked that ethical recruitment also extends to volunteers, who often form the backbone of charity operations. While volunteers do not have the same legal protections as employees, ethical practices such as providing clear role descriptions, ensuring opportunities are accessible to a diverse group, and offering proper training and support are just as important.

Key insights

32% of people say they are planning a career move in the next 12 months.
A higher salary is the top factor for why people might be thinking of a job move at 78%.
Almost half of people (49%) cite more responsibility or seniority as a reason to switch roles.
Better job security has increased as a factor for moving jobs since last year, up eight percentage points and listed by 19% of respondents.
LinkedIn is again showing a year-on-year increase in popularity by job seekers, cited by more than three quarters of people (76%) as a method of finding a new role.

Resources

Recruitment

AI tools and recruitment – guide from the Information Commissioner’s Office with key questions organisations should ask when taking on AI tools to help with recruitment.
CharityJob Perspectives on AI in Charity Sector Recruitment 2025
2025 hiring trends from expert recruiters you need to know – from the growing impact of AI on both hiring managers and job seekers to the increasing importance of tech skills across roles,Aquent Talent take a closer look at what’s ahead for hiring in 2025.
Employers’ Legal Requirements for the Recruitment Process – legal partners, Tozers, outline several legal requirements employers must comply with, from advertising the job to making an offer to the successful candidate.
PR & Comms Hiring Trends Going Into 2025 – recruiters Ruben Sinclair explore the emerging trends, in-demand skills, and strategic hiring practices defining the future of PR and communications.
What to expect from the comms job market in 2025 insights from US-based agency Ragan Communications.
Personal branding vital for employers and employees – research from design platform Canva shows that candidates are increasingly drawn to creative and innovative companies with a strong digital presence.

Tips for more effective recruitment

Why salary transparency matters in membership organisations – Membership Bespoke offer insights into the value of salary transparency
The AMA Guide to Marketing Job Descriptions and Skills – job description templates for key marketing roles, supporting the need to match skills with both expectations and pay.
How UK Charities Recruit – report from CharityJob on how charities currently recruit their paid staff and the steps they take to try to ensure fairness in their recruitment.
Race Equality Matters jobs board – aims to help organisations attract, identify, develop and retain diverse talent.
Candidate Interview Worksheet – a customisable worksheet from Aquent with focused, behavioural interview questions.
Top tips for an ethical recruitment process – article from UK Fundraising on how to make your recruitment practices more ethical.

Finding a new direction or role

Applying for jobs or making a career change

Five tips on moving sectors – Sharon Jones, Head of Digital Communications, Content and Brand at Genomics England, offers insights into what to think about iof you’re considering a move.
Career paths for data folk in non-profits – article from Data Orchard on what skills and experience are important for those working in data in the nonprofit sector, and what are the paths to entry.
How to change career path – tips and advice from the sector.
The Pursuit of Meaning, Choosing Your Attitude, Overcoming Rejection, and More – marketing guru, Seth Godin in conversation with Tim Ferris (YouTube video).
Making words work for you when you’re applying for a job – Sarah Myers shares advice on how to amplify your skills when it comes to finding a new role.
Ten top tips for online job interviews

Jobs boards

CharityComms jobs board – jobs in the charity sector with a comms focus. It’s free for CharityComms organisational members and corporate partners to post their jobs.
RoleShare – helping people find jobs as a job share.
Charity People – roles throughout the UK for charity and nonprofit job seekers.
CharityJob – search more than 3,000 jobs in the charity sector.
ThirdSector jobs – a specialist site for the charity, non profit and voluntary sectors from the publisher of Third Sector Magazine.
A weekly list of data vacancies in nonprofits – compiled by Ben Proctor, Innovation Director at Data Orchard CIC.

Section 7

Key takeaways and conclusions

How you can use this report to support your team

Data is only useful when insights are applied to practice.

Our survey data shows that salaries continue to be a key aspect in how valued and motivated people feel in their role, as well as being a driving force in how likely they are to consider a change of job.

Other sectors are competing for the same skilled professionals so it’s vital to remain as competitive as possible to help attract the right talent for your charity, as well as continuing to nurture and develop the talent you already have.

Here are some of the ways you can use the data and resources in our report to support your charity communicators:

Benchmarking can help inform your strategic planning as well as helping to drive transparency and promote equity – knowing the market rate for marcomms roles and having up-to-date data can help you set appropriate salary levels.

Charities can show leadership in ethical employment by aligning with best practices in setting salaries, setting a positive example for others in the charity sector and demonstrating your brand values to anyone who might be interested in working with you.

Taking time to look at ways of working and role responsibilities and how they can affect individuals on your team, allows you to consider processes you might want to bring in to decrease burnout and staff turnover, and improve cross-team communications.It can also help you to set realistic job descriptions and priorities to make sure work can progress without overloading your team.

Prioritising staff training and wellbeing goes a long way in making people feel valued and improving workplace culture, as well as providing people with the skills to keep up with changes in communications such as AI.While it might not always be possible to provide additional financial incentives, showing that you’re investing in personal development and providing appropriate support where needed demonstrates that you value the individuals on your team which fosters stronger connections to an organisation.

Highlighting the strategic value of communications

60% of charities who took part in Charity Pulse, the report from fundraising, donations and events registration platform Enthuse, feel “optimistic about fundraising in 2025”.

At the same time, according to the latest VCSE Barometer survey, more than a quarter of charities are planning to make changes to staffing and overheads in the year ahead in response to the rise in employer National Insurance Contributions.

So, in the face of continuing financial uncertainty why should charities work to maintain the value of comms as a strategic function within their organisation? Here are some headline trends we’ve seen through the report insights:

Strengthening your impact, both internally and externally – we are often called upon to demonstrate our impact externally, to funders, supporters and the communities we work with, but prioritising how comms is viewed (and used) internally can be equally beneficial.
It can help to streamline ways of working and make sure everyone is informed, heard and included when it comes to aligning work with your mission and strategy.

Creating regular open communication channels to celebrate achievements, address concerns and share learning can help everyone, no matter what their role is in the organisation, to contribute and appreciate the impact your comms is having.

Sharing a clear vision from the top down helps everyone to feel recognised and understand how their work as individuals is feeding into the organisation’s overall goals and impact.
It also provides the key information and context people need to do their jobs more effectively.

Thinking strategically about comms can help you prepare for the unexpected – whether it’s countering misinformation or navigating a new piece of legislation, having processes and plans in place will allow you to respond more confidently and consistently.

Thinking about what comms means to your charity can help to clarify and prioritise what types of outputs will help you to make the most impact.
Things can change quickly in the comms world and having structures in place to assess, decide and evaluate what works best for your charity helps you to make more informed and effective decisions.

One size doesn’t fit all when it comes to comms and no prescription to the parts of the organisation that comms interconnects with, but everyone will need to think more strategically to further their charitable mission more effectively in a difficult landscape.

So, whether that’s to reframe a narrative, highlight a need, or share our community’s stories, comms has an ever-increasing importance in our strategy and as a charitable purpose itself.

“Strategy is a flexible plan that guides us as we seek to create a change. It’s scary and it takes time.”

– Seth Godin, quoted in Forbes, October 2024

Ultimately ensuring comms is seen and recognised as a strategic function of your organisation – and not just viewed as an ‘add-on’ or ‘nice to have’ – strengthens your ability to understand what comms means specifically to your charity and its work, and how it can support you to make the changes you want to see.

By applying the learning from our report, you can actively demonstrate how you value charity communicators and recognise (with words and actions) the huge impact comms are making within your organisations and the wider sector.

Section 8

Methodology and additional data tables

Research design

The Salary and Organisational Culture Survey is a quantitative descriptive analysis which aims to review the salary levels and workplace culture of those working in marketing and communications within the charity and non-profit sector.

An online, self-administered questionnaire was created to collect information around this topic. The questionnaire was based on the previous CharityComms salary and organisational culture surveys, to allow for comparisons between different years.

Questions are included and/or amended each year to explore the changes in the job market and work practices.

Sampling and data collection

The population of interest for this survey were people working in marketing and communications at charities in the UK. Participants were invited via email and social media to either fill in the questionnaire or share it. The invitation was sent to the CharityComms members database and was shared with different networks and coalitions of charities across the country. 67% of those who took part in our survey said they were members of CharityComms.

Data was collected between 7 November 2024 and 31 January 2025.

The final sample was composed of 250 cases with the following characteristics, listed here in order of the highest percentage of responses: 

Gender

Female 81%
Male 17%
Non-binary 2%
Rather not say 1%

Location (of the individual)

London/Greater London 33%
South East 23%
Midlands 8%
South West 10%
Scotland 6%
Other 5%
North West 4%
North East 6%
Wales 2%
Northern Ireland 2%

Job level

Manager/Lead 31%
Executive/Officer 20%
Head of 16%
Senior Manager 12%
Senior Executive/Senior Officer 10%
Director 8%
Assistant 2%
CEO 1%

About Agenda Consulting

At Agenda we are committed to working with leaders of not-for-profit organisations, enabling them to measure, improve and sustain high levels of employee and volunteer engagement.

Our not-for-profit focus means we have a deep understanding of the issues and challenges our clients face. Our engagement database enables clients to benchmark their survey results with other very similar organisations.

Being part of the WorkBuzz group means that we offer a subscription to the simple and easy-to-use WorkBuzz platform,  paired with a personalised survey experience and ongoing support.

Get in touch

If you have any questions about the survey, please email Sarah, Head of Membership and Insight at CharityComms.

*Please note: there may be anomalies in the data in some categories, as sometimes there are not always enough responses for an accurate result.

Salary and Organisational Culture Survey 2024

Author: Sarah Clarke

Contents

Introduction and Executive Summary

Welcome from CharityComms

Adeela Warley

Welcome from Agenda Consulting

James Gurd

Executive Summary

“I’ve noticed that compared to friends who work in the private sector, the charity sector seems to have done more to help staff cope with cost of living and stretched resources, not through salary increases necessarily but other creative ways e.g. team lunches, wellbeing measures etc.“

feel they have a good work-life balance

say they are happy in their current role

say their role covers all areas of marcomms

“Underpaid but you’re not there for the money. But there’s only so much a mission can be attractive amid a cost of living crisis and many stressful days trying to be a jack of all trades yet a master of none – and that is often how it can feel within charity sector comms.“

tell us they feel their workload is manageable

believe they have effective tools at work to manage their workload

say their charity has a policy or guidelines to support staff in using AI

Key insights

Practicalities: salaries and roles

“Charity salaries are on average 15-20% below those for the same role in other sectors. This makes it hard to stay in a job when circumstances change or cost of living increases.“

of those working at small charities earn less than £30,000

is the average salary for a charity communicator

of those at Executive or Officer level say they earn below £30,000

Not everyone wants to be a line manager

Matt Smith

Creating a less hierarchical organisational model

Job roles, responsibilities and challenges

“It would be good to see more dedicated Marketing and/or Comms Director roles in mid-sized charities. Most combine fundraising and comms together. They are two very different roles and need equal attention, particularly when supporting growth.“

say their role covers all areas of marketing and comms

of managers are on a salary of £40,000 or above

of people would be tempted to move jobs for a higher wage

“In the smaller charity sector, I feel they want a LOT for their money. For example, I am a sole comms person, therefore expected to be an expert on marketing, comms, PR, social media, digital comms, fundraising and IT.”

Looking for the comms unicorn

Deniz Hassan

Charity sector roles that try to combine too much in one

Key insights

Resources

Reports benchmarking salaries

Reports on charities and the workplace

Organisation structure and ways of working

Location and flexible ways of working

say their time working from home changes and is not set

think flexible working is something that might make them look for a new role

tell us they work 2-3 days per week from home

Team size, structure and ways of working

The effectiveness of cross-team communication

feel that cross-team communications is effective at their organisation

of those at large charities (101-999) feel their cross-team comms is ineffective

tell us there are 1-3 people working in marcomms at their organisation

Building an effective marketing and communications team

Kathryn Havelock

Creating a supportive and safe environment

Understanding your team structure

Recognising team members as individuals

Aligning work back to your overall mission

Top tips for building an effective marcomms team

How communicators are using AI

say their charity doesn't currently use AI and has no plans to do so

are using AI to support them in marketing or comms copywriting

say they're using AI tools to help with grant writing or fundraising asks

“The potential of generative AI is vast but as the technology world focuses on developing high concept innovation at speed, the third sector remains focused on practical and versatile tools that improve fundraising, make donations easier and promote awareness of the brand.“

The value of using AI in your comms

Andrew Davis

Like the assistant you always wished you had

AI priorities and support for staff

Key insights

Resources

Ways of working

Team size and structure

Workplace culture and wellbeing

Work–life balance, happiness and mental health

say their job allows them to have a good work-life balance

feel their organisation is giving them the help they need to manage their wellbeing effectively

say they are happy in their current role

Workload and organisational support

“Being in social media and press means you are ‘on’ all the time and have to keep a phone with you just in case, on evenings and weekends too.”

Insights on creating inclusive and diverse working cultures

Creating a thriving and inclusive workplace culture

Advita Patel, Chart.PR, FCIPR

How our sector is demonstrating effective workplace communication