Exploring the role of the industrial-organisational psychologist as counsellor

Abstract

Orientation: Industrial-organisational (I-O) psychologists are often confronted with counselling interventions in the workplace and thus it is vital that they are effectively prepared for their role as workplace counsellors.Research purpose: The aim of this study was to review the role of I-O psychologists as counsellors and to ascertain whether these practitioners are effectively prepared for this purpose.Motivation for the study: I-O psychologists are mainly concerned with the deep-rooted problems individuals experience in the workplace, and they therefore need appropriate counselling skills. However, it is not clear whether graduates in this discipline receive adequate training for this role.Research design, approach and method: A qualitative research design with convenience and snowball sampling of 22 participants was utilised. Participants were practising I-O psychologists across Gauteng and North West (South Africa). Semi-structured in-depth interviews were used to gather data, which were transcribed verbatim and analysed using content analysis.Main findings: Participants were familiar with the meaning of counselling and confirmed that they are faced with a range of counselling situations requiring a unique set of skills and competencies. Based on these findings, participants made recommendations for the future training of I-O psychologists and recommended that counselling be included in the scope of practice of I-O psychologists.Practical/managerial implications: The role of the I-O psychologist requires training in short-term therapeutic techniques and counselling in tertiary education.Contribution/value-add: The study clarifies the role of the I-O psychologist as a counsellor that will ensure that I-O psychologists can be trained more effectively for this role.

Counselling preparedness and responsiveness of industrial psychologists in the face of COVID-19

“…Some participants also used the terms counselling, coaching and check-ins in a synonymous manner. Barkhuizen et al ( 2014 ) correspondingly reported participants’ view that coaching is closely related to counselling. From an international perspective, IOPs are viewed as particularly qualified to provide coaching, and that many IOPs formally engage in coaching activities (American Psychology Association, 2013 ; Society for Industrial and Organizational Psychology, 2013 ).…”

“…For instance, Pienaar and Roodt (2001) suggest that IOPs should emerge from their academic training fully equipped with counselling competencies (e.g. expressive and empathic communication and listening skills) that will help them operate ethically and effectively in the workplace (see also Barkhuizen et al, 2014;Ivey, Ivey, & Zalaquett, 2013;Johnson & Kaslow, 2014;McLeod, 2020) The second preparedness subordinate theme was related to experience -participants indicated that, because they did not typically deliver mental health counselling services, they had little experience in doing so when called upon during the COVID-19 pandemic. It appeared that, under usual circumstances and even during the pandemic when there was a clear increase in the need for counselling, the IOP response was to outsource this function to clinical psychologists and other professionals.…”

“…This application is consistent with HPCSA ( 2019 )-mandated requirements for IOPs, which state that they should focus on ‘short-term counselling and helping skills, rather than longer-term interventions’ (p. 7). Barkhuizen, Jorgensen and Brink ( 2014 ) report that IOPs are well positioned to take on the role of facilitator in counselling situations, providing guidance, offering help and overseeing the intervention process. The focus is therefore to assist the employee in regaining control and responsibility over their life.…”

“…The literature suggests, however, that even before the COVID-19 pandemic, IOPs did not feel adequately prepared for their role as workplace counsellors (Barnard & Fourie, 2007 ; Jorgensen-Graupner & Van Zyl, 2019 ). This feeling could be ascribed, at least partly, to the lack of structured guidelines, models, frameworks or meta-theories to inform workplace counselling (Barkhuizen et al, 2014 ). Alternatively, it seems that many IOPs feel uncomfortable with their level of competence in counselling and may prefer not to counsel employees, because of the perception that such a role falls outside their scope of practice (Jorgensen-Graupner & Van Zyl, 2019 ).…”

Selection of industrial and organisational psychology master’s students: Exploring the predictive validity of a person–job fit approach

“…Industrial and organisational psychology is the scientific study of individual, group and organisational behaviour in the workplace and is aimed at optimising performance throughout (Cilliers & Flotman, 2016). The IO psychologist is additionally tasked to help his or her clients manage talent resources (Ganaie & Haque, 2017;Theron, 2009;Wilcox, 2016), ensuring a work environment that is focused on the well-being and individuality of the employee (Lawler, 2011;Van Vuuren, 2010) and on challenges that the employee faces outside of the work environment (Barkhuizen, Jorgensen, & Brink, 2014;Landy & Conte, 2016).…”