24 CONTEXT 183 : MARCH 2025 might impact our wellbeing, but also those with external consultants, political representatives, stakeholders and clients. These relationships might not always be easy to navigate, especially when it comes to negotiating complex or contentious schemes, specifying works, securing permissions or administering enforcement cases, all of which can lead to strained relationships and challenging interactions. Workplace relationships have also been impacted following a significant shift towards home working following the pandemic. This hybrid, or sometimes entirely home-based, way of working can suit many, and can have the added benefit of more flexible working hours. However, for some people home working can be isolating. For those who live alone, or who depend on interaction with others through work, a lack of regular contact or interaction with colleagues may leave them feeling lonely, disconnected or unsupported. There are also implications for those who are new to a role, either having recently joined an organisation, or those starting out in early career roles. For those in more established roles, who are used to working within a team structure with regular interaction and engagement, the shift to home working can also be challenging as it becomes increasingly difficult to maintain those relationships. For those who work independently, as self-employed contractors and consultants, the issue might be more pressing still, potentially leading to feelings of loneliness and a lack of support or camaraderie. Another avenue for forging positive relationships at work is through training events and conferences. Feedback from the IHBC Annual School illustrates the value of networking opportunities as well as learning. However, with training budgets seemingly shrinking for many organisations, and more events being held online, even these opportunities might seem few and far between. Anecdotal evidence suggests that training budgets in local authorities have been affected significantly, making it more challenging to justify attending such events, especially in person. Figures suggest that the overall number of conservation officers has reduced by about a third over the last ten years.⁸ This may have resulted in fewer opportunities for shadowing or collaboration, which might be most keenly felt by those who have recently joined the organisation, or who are new to the profession. For those who find themselves the only conservation officer in a local authority, it might be harder to develop positive working relationships, and the role of regional conservation officer forums and professional networking becomes increasingly important. The decline in numbers of local authority staff may also have a wider impact in terms of increasing pressures around workload. The IHBC has been made aware in recent years of several examples of local authority staff being faced by excessive workloads, requiring employees to work in excess of their contracted hours in order to keep up with deadlines, including evenings and/or weekends. This is not a matter confined solely to local authority staff or indeed to the heritage sector. Recent conversations with those with experience of working in adjacent professions, such as architecture or surveying, suggest that some employees may feel the need to work excessively long hours to meet the demands of the role or in order to be considered as committed and team-players. A general survey revealed that 68 per cent of employees reported that they are unable to strike a suitable balance between work and home life.⁹ Another report, published in 2024, claims that over half of UK employees state that the demands of their job cause them excessive stress,1⁰ while a survey by Deloitte revealed that 63 per cent of respondents had experienced at least one symptom of burnout.11 Burnout is considered an entirely work-based phenomenon and is believed to be the result of chronic workplace stress that has not been successfully managed.1² Signs of burnout might include a feeling of exhaustion, experiencing a sense of mental distance from one’s job or a decline in performance at work.1³ Additional signs include emotional symptoms (feeling helpless, cynicism, self-doubt, decreased satisfaction, feeling detached, loss of motivation, and loss of concentration); physical symptoms (headaches, stomach disorders, fatigue, frequent illness, change in sleep, change in appetite, and memory problems); and behavioural symptoms (reduced performance, self-isolation, procrastination, outbursts, use of substances as a coping strategy, and withdrawal).1⁴ If we return to the NEF definition of wellness, we can see that changes beyond the employee’s control might also impact negatively on their wellbeing. These might include internal restructures, redundancies and even new working practices imposed by management. Wider policy and legislative changes might also have an impact, although these might sometimes be beneficial, and might have a positive impact on overall wellbeing. Purpose is also a key element of overall wellness. This is perhaps where the heritage sector might hold a significant advantage over many other sectors, in that many people may derive a genuine sense of purpose from working towards the conservation of the historic
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