_________________________________________________________________________________________

___________

Subject PSYCHOLOGY

Paper No and Title Paper No 13: Counselling Psychology

Module No and Title Module No 36: Workplace Counselling Models

Module Tag PSY_P13_M36

TABLE OF CONTENTS
1. Learning outcomes
2. Introduction
3. Models of Workplace counseling
3.1 Counseling-orientation models
3.2 Brief-therapy models
3.3 Problem-focused models
3.4 Work-oriented models
3.5 Manager-based models
3.6 Externally and Internally-based models
PSYCHOLOGY PAPER No.13: Counselling Psychology
Module No.36: Workplace Counseling Models
_________________________________________________________________________________________
___________
3.7 Welfare-based models
3.8 Organizational change models

4. Criticism of workplace counseling

5. Summary

PSYCHOLOGY PAPER No.13: Counselling Psychology

Module No.36: Workplace Counseling Models
_________________________________________________________________________________________
___________

1. LEARNING OUTCOMES
After studying this module, you shall be able to

 Understand various models of workplace counseling.

 Learn about the potential strengths and weaknesses of the various models of counseling at
workplace.
 Know how counseling models are applied for the welfare of employees.
 Understand the use of counseling services for bringing organizational change and development.
 Learn about the criticism associated with the field of workplace counseling.

2. INTRODUCTION
Counseling in the workplace has expanded over the last few years. It has its focus on employees at one
hand and on the organization, on the other. Aiming to bring change in the behavior of the employees and
improving their lifestyles, it ultimately accentuates the efficiency and effectiveness of the organization.
Randall (1984) emphasized about the role of counseling in performance management and concluded that
counseling enhances strengths and minimizes the impact of weakness on productivity. Board (1983)
convincingly says that counseling always results in human growth and development.

Literature suggests a number of counseling models applicable to different clients and different situations.
This module discusses eight models of workplace counseling. A counselor, depending upon the issues
and needs of the client and the organization, can use one model or a combination of these models to
address the issues at workplace. The following points give a brief introduction about the various models-

 The counseling-orientation model is the traditional model of workplace counseling characterized

by using a particular therapeutic counseling approach (like psychodynamic, gestalt, humanistic
etc.) to deal with the difficulties at work.
 Counseling based on ‘Brief-therapy models’ is characterized by a limited number of focused
sessions.
 The Problem-focused model of workplace counseling is an effective model in dealing with the
immediate problems of employees.
 The Work-oriented model deals with issues and problems specifically related to workplace only.
Non-work related issues of client are considered irrelevant and are completely ignored.
 Manager-based models of counseling rest on the assumption that managers are quasi-counselors
for their staff.
 In Externally-based models of counseling, counseling provisions for the clients/employees are
bought and brought from some external source. In contrast, in-house provision on a regular basis
for employees is the norm for Internally-based models of workplace counseling.
 Welfare-based models of counseling focus on the overall well-being and welfare of employees by
offering a variety of services, one of which is counseling.
 Organizational-change models believe in bringing the desired change in the organization through
counseling interventions.

PSYCHOLOGY PAPER No.13: Counselling Psychology

Module No.36: Workplace Counseling Models
_________________________________________________________________________________________
___________
3. MODELS OFWORKPLACE
COUNSELLING

Various models are proposed in literature for effectively placing the counseling practices in organizations.
These models formulate different tasks and roles of a counselor in the workplace. It is to be noted that
these models do not exclude each other. Depending upon the client and context, a counselor can adopt
mixed practices to bring about the desired change. The eight models of workplace counseling discussed in
this section are:

3.1 Counseling-orientation models

3.2 Brief-therapy models
3.3 Problem-focused models
3.4 Work-oriented models
3.5 Manager-based models
3.6 Externally and Internally -based models
3.7 Welfare-based models
3.8 Organizational change models

Counseling-orientation

Brief-therapy

Prolem-focused

Work-oriented

Manager-based

Externally and Internally-based

Welfare-based

Organizational-change
Fig 1: Models of Workplace Counseling

3.1 Counseling-orientation models: The counseling-orientation model is the traditional model of

workplace counseling characterized by using a particular therapeutic counseling approach to support the
employees as they try to cope with issues. Within this approach, a counselor is hired by an employer who
subscribes to a particular counseling orientation (like gestalt, developmental, psychodynamic, humanistic,
constructivist etc). Depending upon the issue brought and the time frame allotted to work upon the issue,
the counselor can adopt an eclectic approach and applies the same in the workplace.

PSYCHOLOGY PAPER No.13: Counselling Psychology

Module No.36: Workplace Counseling Models
_________________________________________________________________________________________
___________
Literature reports several evidences in which a particular
counseling and behavioral therapy(like cognitive-behavioral therapy, neuro-linguistic programming,
psychodynamic, rational-emotive, transactional analysis etc.) was applied in the workplace without
considering the organizational context. Summerfield and van Oudtshoorn (1995) reviewed the usefulness
of Rogerian counseling at workplace and found it to be effective in building and maintaining
interpersonal relationships. However, the researchers have also considered this eclectic approach of
workplace counseling as unfair practice and highlighted the need of critical evaluation of adopting the
counseling models in organizations. Similarly, gestalt perspective was used by Critchley and Casey
(1989) to understand the issues of clients and dealing with them. Though still used by many practicing
counselors in organizational settings in the same way as they do when practicing independently, the
counseling-orientation model approach to workplace counseling needs customization and sincere
consideration before its adoption in the business settings.

3.2 Brief-therapy models: Brief-therapy models or focused counseling may not suite every client every
problem. The choice of brief-therapy model is guided by economics of the situation rather than the needs
of the client. In this, a limited number of sessions are provided for a shorter duration of time to assess and
work with the issues of client. The focus is on only early intervention and quick response without going
into deeper analysis to understand the real root of the problem.

3.3 Problem-focused models: The problem-focused model of workplace counseling is an effective

model in dealing with the immediate problems of employees. Counselling practices within this approach
are directed to deal with both work-related and non-work related issues of employees hampering their
level of performance. Based on the problem-solving approach of cognitive psychology, the counselor
formulates the problem, generates the solution and takes necessary action plan to help employees deal
with their immediate issues. Being quick, practical, effective, time-saving and applicable in a variety of
situations, the problem-focused approach of counseling is a well-established practice of workplace
counseling.

Many researchers have devised their problem-focused models of counseling based on this perspective.
DAISE is a five-stage model developed by Nelson-Jones (1995) which he labeled as ‘Life skills
counseling’. This model is a helpful problem solving methodology where-

 ‘D’ represents developing relationship with clients; identifying and clarifying problem(s) of
client.
 ‘A’ represents assessing client’s problem(s) and redefining it in terms of skills.
 ‘S’ represents stating work goals and planning interventions.
 ‘I’ represents intervening to develop self-helping skills in clients.
 ‘E’ represents ending the counseling session by consolidating self-helping skills in the client.

3.4 Work-oriented models: As the name suggests, the work-oriented models of workplace counseling
deal with issues and problems specifically related to workplace only. The main aim of a counselor is to
facilitate the client to overcome the problem(s) related to workplace and bring him back to work as
quickly as possible. Deeper issues existing beneath the problem are not considered as counselor is just
focused on performance of the client and issues that hurdle the performance. Non-work related issues of
client are considered irrelevant and are completely ignored.
PSYCHOLOGY PAPER No.13: Counselling Psychology
Module No.36: Workplace Counseling Models
_________________________________________________________________________________________
___________

The proponents of work-oriented models of workplace counseling (Yeager, 1983) believe that counseling
in organizational settings is entirely different from counseling in other contexts and adopting the general
methods of counseling at workplace is inappropriate. According to Yeager (1983), workplace counseling
has no role to deal with the personal problems of the clients; rather, it should exclusively focus on
‘performance and productivity’. Anything that interferes with the performance of an employee and
productivity and effectiveness of organization should be fixed within the business context.

Work-oriented models of counseling are especially adopted by task-oriented leaders and managers who
want value for money and think that workplace counseling is a practice meant for improving
organizational effectiveness by solving work-related issues of employees. However, the model is also
being criticized by many leaders and researchers who consider it impractical and believe that it is not
always possible to delineate the work-related problems with personal problems.

3.5 Manager-based models: Manager-based models of workplace counseling rest on the assumption that
managers are quasi-counselors for their staff. Redman (1995) refereed managers as ‘ongoing counselors’
as most of their tasks involve working with and managing people. Within the frame of this perspective,
counseling is considered as a part of everyday life which everyone does at some time but is probably
being seen as conversation between two people.

This approach of counseling is critiqued by many professionals belonging to the field of counseling.
Nixon and Carrol (1994) argued strongly against managers taking the role of counselors. According to
them, managers taking the roles and responsibilities of a counselor generate a difficult situation for the
employees. On the one hand, employees are discussing their personal issues with the manager and on the
other hand, the same manager is rating their appraisal. The scenario creates role conflict for managers and
confuses them towards their responsibilities for the staff. Further, research literature clearly delineates
differences between counseling skills and generic relationship skills considering the former to be the
domain of professionals and the latter as a part and parcel of all interactive situations in a variety of
relationships.

3.6 Externally vs. Internally based models: In externally-based models of workplace counseling,
counseling provisions for the clients/employees are bought and brought from some external source.
Usually, the organizations contact established EAP providers who further employ counselors depending
upon the requirement of the employer. In some situations, internal EAP is set up within the organization
and a pool of counselors with different skills and background work on company’s issues.

In contrast, in-house counseling provision on a regular basis for employees is the norm for internally-
based models of workplace counseling. A part-time or a full-time counselor is employed by the
organization who works with employees. Many organizations have a set up in which a team of counselors
work in collaboration with various departments and units of an organization to effectively discover and
root out the issues of employees. Tata Consultancy Services (TCS) has set up a network “Maitree” in
2005 to counsel its 30,000 employees. Similarly, at Wipro, to reduce employee stress after long working
hours, HR initiated “Mitr” an in-house counseling service, in 2003. The set up is established to help
employees in distress and to train them to better handle pressures of workplace. In-house counseling has
been considered beneficial by many organizations as the counselor is well aware of the culture of the
company and can make assessments in the light of organizational systems.

Table 1 and 2 below describe the potential strengths and weaknesses of external counseling services and
internal counseling services:

PSYCHOLOGY PAPER No.13: Counselling Psychology

Module No.36: Workplace Counseling Models
_________________________________________________________________________________________
___________

Table 1: Strengths and Weaknesses of External Counseling Services

Strengths Weaknesses

Not part of the politics of the organization May not be flexible in what they offer

Can challenge what is taken for granted for the Have to make a profit
company
Can offer training as well as counseling May not adapt easily to individual companies

Can offer clear confidentiality Can unwittingly get involved in the politics of
organization
Can provide a range of services May not understand the culture of the
organization
Can offer a number of counselors with different, May be seen as ‘outsiders’ by potential clients
skills, backgrounds etc.

The organization is not responsible for The counselors may know nothing about the
malpractice of counselors organization from which clients come
Source: Michael Carroll (1996)

Table 2: Strengths and Weaknesses of Internal Counseling Services

Strengths Weaknesses

Counselors in touch with the culture of the
company
Can make assessments in the light of the various
organizational systems
Has an access to formal and informal structures of
organization
Can build up great credibility for the counseling
service
Is able to get feedback into the system from
counseling work
Can adapt counseling works to organizational
needs
Has flexibility to adapt to client’s needs
Counselor can be more subjective in his/her
assessments
Can be vulnerable if reorganization takes place
Can get pulled very easily into identifying with
either the organization or the individual
Can be identified with employees with
management ad vice versa
Can be isolated
Can be used y management to do its ‘unethical
practices’
Gets easily involved in organizational politics

Can provide mediation Can be used by individuals against the

organization
Is a visible, human face More difficult to maintain confidentiality

Can provide multiple roles Fast leakages of information between

management and employees
Source: Michael Carroll (1996)

PSYCHOLOGY PAPER No.13: Counselling Psychology

Module No.36: Workplace Counseling Models
_________________________________________________________________________________________
___________

3.7Welfare-based models: Employee welfare, in contemporary language of industrial relations, is a term

including various services, benefits and facilities offered to employees by the employers. The welfare
measures need not be monetary but in any kind/forms. This includes items such as allowances, housing,
transportation, medical insurance and food. Employee welfare also includes monitoring of working
conditions, creation of industrial harmony through infrastructure for health, industrial relations and
insurance against disease, accident and unemployment for the workers and their families. Welfare plans
for employees make their life worth living and endow them with the required facilities and benefits to live
life comfortably.

Welfare-based models of counseling focus on the overall well-being and welfare of employees by
offering a variety of services, one of which is counseling. These models are considered predecessor of
counseling in the workplace. Traditionally, the term ‘Welfare officers’ is used instead of counselors for
such people. A welfare officer works across multitude of roles depending on the employee needs.
Various types of interventions provided by welfare officers for clients’ benefits include befriending,
information-giving, giving legal opinions, financial consultations, counseling etc. Counseling services
offered on the basis of welfare models help employees increase their self awareness regarding their
thinking and behavior so as to make them more effective as an individual and in turn effective in their job
also.

3.8 Organizational-change models: In its most general sense, workplace counseling is seen as a practice
directly valuable for the employee and indirectly of benefit to the organization. It is broadly viewed as an
intervention to deal with personal or work-related problems of clients. However, this problem-centered
approach of counseling has been considered a narrow viewpoint by many researchers. As Critchley and
Casey (1989) suggest that-

“One discipline may offer another a fresh way of seeing old problems. Just as chemistry is helping
physics and mathematics is helping family therapy, so we find psychotherapy helping organizational
change.”

Organizational-change models believe in bringing the desired change in the organization through
counseling interventions. Instead of seeing counseling as a way to deal with the issues of employees, they
view it as a tool to bring about the transformation in the organization. Counseling theories and methods
are used to assess and understand individual, group and organization dynamics to facilitate change. As
counseling services based on these models are directed exclusively in the area of change, growth and
development of the organization, they are mainly focused on how change takes place, how it can be
expedited and how the obstacles are to be dealt within individuals, teams and groups that make change
difficult. Special attention is given to corporate culture that descends on the organization and infiltrates
every aspect of relationships.

Several organizational change models are proposed in which the counselors and counseling services in the
workplace are used to dynamically transform the organization. Cole (1988) has suggested a five-stage
model that links counseling with organizational change:

Stage 1: In the first stage, employees are interviewed with the expressed purpose of seeing how their
usefulness to the organization can be enhanced.

Stage 2: In stage 2, managers are counseled on individual basis.

PSYCHOLOGY PAPER No.13: Counselling Psychology

Module No.36: Workplace Counseling Models
_________________________________________________________________________________________
___________
Stage 3: In stage 3, small group meetings are held to
influence the psychological tone of the organization.

Stage 4: Next, team building interventions are carried out with groups of employees.

Stage 5: Finally, Cultural change programs are held by counselors for managers to help them build an
environment of change where employees could be strengthened.

Thus, counseling can itself act as an agent of change in business settings. Carroll (1996) rightly
emphasizes that the employees need support in order to cope with change and overcome the different
dilemmas carried through the process of change.

4. CRITICISM OF WORKPLACE COUNSELING

Though increasing number of organizations are sensing the need and benefits of counseling for their
employees, the field of workplace counseling is not without criticisms. Many issues have been raised in
literature related to workplace counseling.

 It has been seen as a part of organizational politics which is used by management for its own
benefits and to gain control on their employees. Some sociological writers portray counseling
services as part of management surveillance restricting the autonomy of employees.

 With workplace counseling in place, many employees feel that management tries to unburden its
problems by putting the responsibilities on employees’ shoulders. They see workplace employee
counseling as a method to divert from real management and organizational issues.

 Carroll (1996) documented Labor Research Department report of 1994 that pointed 19
international case studies in which person-based methods of handling stress such as counseling
and relaxation techniques were found least useful since they ignore the environment and do not
deal with the causes of stress. From this perspective, Newton (1995) criticized workplace
counseling by saying that it individualizes problems, decontextualizes them and makes them
apolitical.

 Newton (1995) also viewed counseling at workplace as a way of ‘managing employees’

emotions’. According to him, it is a method of organizational social control dictating to individual
clients which emotions are permissible and which not within the organization.

 A final criticism is that counseling is never made central activity of the organization and is not
integrated into its processes and structure. Companies generally relegate counseling provisions to
the periphery of organization thus rendering them dysfunctional.

The critics of workplace counseling should be seriously considered to professionalize counseling services
in organizations. A lot of work needs to be done to match the standards of delivery of counseling services
to the organizational demands. Only then, counseling models and methods can be used in a right direction
to asses and understand individual, group and organizational dynamics.

PSYCHOLOGY PAPER No.13: Counselling Psychology

Module No.36: Workplace Counseling Models
_________________________________________________________________________________________
___________

5. SUMMARY
 Many models of workplace counseling are proposed in scientific writings. Eight different models
are elaborated in this module.

 In counseling-orientation model, counseling approach is the key factor. Counselors adopt an

eclectic approach by subscribing to their training and using the same in organizational settings.

 Brief-therapy counseling models are meant for short-term counseling of the individual clients in a
limited number of sessions.

 Problem-focused model of counseling sees the counselor’s role as helping individuals to work
with the immediate problems they bring. DAISE model is a problem-focused model developed by
Nelson-Jones.

 In Manager-based models, managers perform the role of counselor and deal with the issues and
problems of employees.

 External and Internal based models differ with respect to whether the counseling provisions for
employees are hired from some external source or whether an in-house set up has been
established to help and work with the employees. Both models have their own potential strengths
and weaknesses.
 Welfare-based models portray counseling as an intervention for overall welfare of the employee.
In this, welfare officers perform several roles like advisor, befriending, information-provider,
counselor, social worker etc. for the benefit of employee.

 Organizations integrate counseling into their growth, change and development programs. In
organizational-change model, the transition is brought in the organizations through counseling
provisions.

 The field of workplace counseling has also been criticized by many who see it as a way by which
the organization and the management try to gain control over their workforce and limit their
autonomy.

PSYCHOLOGY PAPER No.13: Counselling Psychology

Module No.36: Workplace Counseling Models