Employment in the international development sector ranges from back-office roles to frontline emergency relief. While the physical demands of aid work are often discussed, the mental and emotional strain can be just as significant, if not more so.
Mental health issues can persist long after a deployment has ended if not recognised and treated properly. This article explores some of the most common psychological pressures faced by aid workers and the importance of mental health support in the field.
Constant pressure and isolation
Whether you’re overseeing education projects in Nigeria or delivering medical assistance during an outbreak, the pressure can be relentless. Many workers are separated from their family and support networks, which can intensify stress. While a sense of camaraderie often forms within teams, these relationships can take time to develop and may lack the depth of long-term connections.
It’s not just frontline workers who face these challenges. Back-office staff managing logistics, communications, or coordination may also experience high levels of stress. The pressure to ensure everything runs smoothly can feel overwhelming, especially when lives depend on your work.
Over time, working in high-stress conditions can erode emotional resilience, affect concentration, and contribute to anxiety, burnout, and depression. Support networks are essential, but not always readily accessible in the field. In remote areas, even access to a reliable internet connection to contact loved ones can be a challenge.
Trust and cultural tensions
Aid work often involves building relationships with communities that have experienced trauma, loss, or exploitation. In some regions, local populations may distrust foreign workers due to previous negative experiences or political tensions. This mistrust can create emotional barriers that are difficult to overcome.
A striking example was seen during the 2018–2020 Ebola outbreak in the Democratic Republic of Congo. Misinformation and political unrest led to widespread suspicion of aid workers, with some communities believing the outbreak was manufactured or manipulated. Attempting to offer support in a context of mistrust can be incredibly disheartening and emotionally draining.
Cultural tensions may also arise between staff members from different nationalities or backgrounds. Misunderstandings, unconscious bias, and communication issues can lead to interpersonal conflict within teams, adding to the emotional toll.
Guilt and feeling responsible
Many people enter the development sector driven by a desire to help. But facing the harsh reality that you can’t help everyone can be deeply distressing. Witnessing suffering without being able to intervene effectively can lead to feelings of guilt, helplessness, or failure.
This is especially true during large-scale emergencies. Being forced to prioritise who receives help may leave lasting emotional scars. The internal pressure to do more, even when it’s not possible, can quickly become overwhelming.
Left unaddressed, these feelings may lead to secondary traumatic stress or compassion fatigue — conditions that affect people working in high-empathy professions. Workers may begin to feel emotionally numb or distant from the people they are trying to help, reducing their ability to engage meaningfully with communities.
Lack of support from employers
International development agencies have both a moral and legal responsibility to support their staff. This includes providing mental health resources, counselling options, rest periods, and reintegration support post-deployment. Unfortunately, not all organisations meet these standards consistently.
There have been reports of workers returning from overseas placements feeling abandoned or disillusioned due to the lack of follow-up care. In some cases, this has led to long-term mental health struggles. Agencies that fail to offer adequate support have also faced criticism and reduced funding, while those that prioritise staff welfare are increasingly recognised for best practice.
Some agencies have now introduced structured wellness programmes, including mental health first aiders, peer support circles, and anonymous feedback systems to flag burnout and stress early. These initiatives have shown promise in helping teams manage workload and emotional demands more effectively.
Fatigue and lack of rest
Aid work is often intense and fast-paced, particularly during crisis response. Long shifts, disrupted sleep, and few opportunities for downtime can quickly lead to physical and emotional exhaustion. Even workers in office-based roles may find themselves overwhelmed by urgent deadlines and emotionally charged decisions.
In long-term postings, the lack of regular rest can begin to affect cognitive performance. Workers may struggle to make decisions, follow safety protocols, or maintain interpersonal relationships. Chronic fatigue can also increase the risk of physical illness and injury.
Employers have a duty to monitor workload and ensure that their staff are taking adequate breaks. This includes encouraging realistic work schedules, rotating high-stress assignments, and fostering a culture that does not glorify overwork.
Employer’s responsibilities
Whether you’re a salaried employee or a volunteer, your mental health matters. UK law holds employers accountable for protecting the wellbeing of their staff, including those working abroad. This means taking steps to prevent foreseeable mental harm and responding properly when concerns arise.
Neglecting mental health support can lead to serious consequences, both for the individual and the organisation. If you experience mental trauma during an overseas posting and feel that your employer failed in their duty of care, it’s important to report the issue.
Raising concerns can help improve conditions not only for you, but also for future workers in the sector. Speaking up may prompt improvements to training, risk assessments, or reintegration protocols, creating a healthier environment for everyone.
To conclude –
Mental health in international development work is an essential but often overlooked issue. Aid workers face unique psychological pressures that can take a lasting toll. From the constant stress of emergency response to the emotional weight of witnessing human suffering, the challenges are real and significant.
Supporting the mental health of workers isn’t just a moral obligation — it’s a legal one. Agencies must take proactive steps to reduce harm, provide ongoing support, and create a culture where mental wellbeing is valued. This includes not only reactive measures but also proactive mental health education and ongoing monitoring.