In work with children affected by domestic abuse, safety does not begin when support starts. It begins much earlier, with the people brought in to hold that work. That is why, in trauma-informed organisations, recruitment is never just an operational task. It is one of the first places where standards are set, values become visible, and the quality of support begins to take shape. For organisations working with children and young people affected by domestic abuse who you bring into the team shapes far more than day-to-day delivery. It shapes consistency, culture, and the level of support children receive. Too often in this sector, recruitment is treated as an administrative necessity rather than a core part of safe, trauma-informed practice.

At EdShift, we have been reflecting more deeply on this as we grow. Like many charities, we are learning as we go. But one thing has become increasingly clear. If we want to build safe, sustainable, high-quality support for children, we have to take recruitment seriously from the start.

“In this work, getting recruitment right is part of how we protect children.”

More than good intentions: what’s at stake

When you work in a trauma-informed, high-risk setting, there is a great deal at stake. This work requires much more than good intentions. It calls for emotional maturity, sound judgement, strong boundaries, and the ability to work in ways that are safe, relational and consistent. That is why recruitment cannot be treated as a box-ticking exercise or a process that sits at the edge of organisational life. Getting the right people into the right roles matters not only for service quality, but for safeguarding, for stability, and for long-term sustainability. In work like ours, recruitment decisions also shape the quality of the relationships children encounter when they come through our doors.

Getting it right early: what we are changing at EdShift

As EdShift continues to develop, we have been making changes to strengthen how we recruit. One of the most important shifts has been creating clearer job descriptions across the organisation, from trustee roles through to practitioner posts. That clarity helps people understand what a role really involves, what responsibility it carries, and what will be expected of them. We have also become more explicit about the demands of the work. Rather than softening the reality of these roles, we are learning to describe them more frankly and honestly. This work is purposeful and meaningful, but it can also be emotionally demanding and complex. Being transparent about that is part of recruiting responsibly. We have also raised our standards around interview panels and decision-making. Since launching our new strategy, trustees and the CEO have been directly involved in recruitment. That matters because these decisions shape not only immediate delivery, but the future direction, culture, and integrity of the organisation. For us, that reflects something important. Recruitment is leadership work.

Recruitment as practice: building safety from the start

Perhaps the biggest shift in our thinking is to see recruitment as part of practice. The way an organisation recruits says something about what it values, what it protects, and what it is trying to build. In a trauma-informed organisation, recruitment is part of safeguarding, part of quality, and part of creating a culture that can hold this work with care and accountability. At EdShift, our values and purpose cannot sit outside that process. They need to be present from the beginning, because if we want children and young people to experience safe, consistent and relational support, we need to build teams with that same intention.

Still learning: the value of reflection

One of the most important lessons for us has been that recruitment is never finished. Each interview process gives us something to reflect on. There is always something that could be clearer, stronger, or more aligned. Taking time to reflect afterwards helps us improve, both practically and purposefully. It helps us ask better questions, set better expectations, and stay connected to why these decisions matter. This is not just about filling roles. It is about making sure the right people are in the right positions, so they can have the greatest impact.

Looking ahead: building the right team for children

As we look ahead to our next recruitment drive, this is something we are thinking about with real intention. Because the work starts long before someone begins in post. It starts with how clearly the role is defined, how honestly the work is described, and how thoughtfully people are selected. It starts with how seriously we take the responsibility of bringing people into this organisation.

For us, recruitment is about building the right team to support children and young people safely, consistently and with care. Children affected by domestic abuse deserve services built on strong practice, clear values, and people who can hold this work with care, courage, and consistency from the very beginning.

When children reach out for support, they deserve to be met by adults who can offer safety, trust, and integrity. That starts at recruitment.