Shoppers are turning to culture fixes: organisations under pressure are investing in people-first policies to stop burnout, retain staff and keep missions moving , here’s how one LGBTQ+ Jewish charity translated safety, rest and recognition into a retention model others can copy.

Essential Takeaways

  • Retention wins: Keshet reported a 92% retention rate from 2025–2026, with many staff staying multiple years and high marks on engagement surveys.
  • Safety measures: The organisation pays for doxxing protection and avoids risky travel destinations to reduce real-world threats to staff.
  • Rest is built in: Mandatory breaks after busy seasons, monthly Fridays off and sabbaticals for long‑serving staff keep people replenished.
  • Emotional support: Regular pastoral care, optional processing groups and staff affinity spaces make hard work easier to carry.
  • Public appreciation: Weekly shoutouts, anniversary gifts and tailored celebrations reinforce belonging and morale.

Why Keshet’s approach matters now , threats are rising and morale is fragile

The landscape for many advocacy groups has become noisier and more dangerous, and that shows up emotionally and physically for teams. According to civil liberties trackers, over 530 anti-LGBTQ+ bills were introduced in 2026, driving a spike in threats and hostility that organisations feel directly. That pressure makes staff wellbeing not a nice-to-have but an operational necessity, and Keshet’s results suggest investing in people can offset turnover and fatigue. If your team feels exposed, small structural changes that reduce daily fear can have an outsized effect on morale.

Practical safety steps: mitigate risk before it hits staff

Keshet uses subscriptions to services that scrub personal data from the internet to limit doxxing, and it screens travel plans against state laws that could put employees at risk. Paying for TSA PreCheck and Clear is another practical perk that reduces airport stress and exposure. Those moves are inexpensive compared with the costs of relocation, legal trouble or lost staff time, and they show employees their safety is front of mind. For organisations with limited budgets, prioritise measures that reduce immediate personal risk first , data scrubbing, travel policies and basic legal guidance.

Built-in rest: how to make replenishment policy, not just hope

The charity closes for the first week of July after a busy Pride season, offers one Friday off each month from May to August, and grants long-term staff three-month sabbaticals after seven years. These are explicit, repeatable practices that normalise downtime and protect staff from guilt about stepping away. You don’t need a big HR department to try this: start with a post‑peak break, regular mini-days off, and a clear policy that time off will be respected. The result is staff who come back fresher and more motivated.

Emotional labour: create space to process the hard stuff

Staff doing advocacy work absorb a lot of emotional strain, especially when the issues are personal. Keshet brings in pastoral care and social workers, runs optional processing sessions, and hosts affinity groups for trans and nonbinary staff, staff with disabilities, and Jews of colour. Making support part of the workday , not an add-on , reduces burnout and signals that emotional care is part of the job. Even small teams can build peer-support groups, establish a budget for external counselling, or schedule regular debriefs after intense campaigns.

Recognition and ritual: the sticky glue of appreciation

Daily gratitude is built into Keshet’s rhythm: weekly appreciation slides, public anniversary shoutouts and personalised celebrations for big life events. These rituals are low-cost and high-return , they make people feel seen, reduce isolation, and reinforce a culture of mutual care. If your organisation struggles with morale, try a weekly appreciation round, celebrate hire anniversaries publicly, and ask staff how they prefer to be acknowledged. The effect is cumulative: small recognitions add up to deep loyalty.

What the data says about workplace experience

Employee surveys back up the anecdote: Keshet’s internal results show exceptionally high scores for wellbeing, time-off enablement and trust in leadership. External research into employee experience tools shows organisations that measure and act on feedback see better retention and performance. Regular pulse surveys, transparent follow-up on feedback and leadership accountability are simple, measurable steps your organisation can take this quarter. Start small, then scale the practices that show real impact.

It's a small change that can make every working day safer and more sustainable.

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