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Working as a Staff Counsellor

Working as a Staff Counsellor. My Work. One-to-One Counselling Counselling Assessments Promoting the Service Running Workshops Service also offers coaching, team building Employee Well-Being Consultants Small Team. Separate Premises. Client Group. Self-Refer Detailed Assessment

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Working as a Staff Counsellor

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  1. Working as a Staff Counsellor

  2. My Work • One-to-One Counselling • Counselling Assessments • Promoting the Service • Running Workshops • Service also offers coaching, team building • Employee Well-Being Consultants • Small Team. Separate Premises.

  3. Client Group • Self-Refer • Detailed Assessment • 10 sessions maximum • All employees of the Trust • Range of employment backgrounds including Health Care Assistants, nurses, Admin/clerical workers, managers etc.

  4. What do you think are the main issues which people present with at the Staff Counselling Service?

  5. Main Issues Stress, depression, anxiety due to: Work-related issues including: Difficult work relationships *Suspensions/ redeployment/ disciplinary Poor management/non-supportive Bullying and Harassment Critical incident/accident Personal Issues, e.g. bereavement, relationships

  6. Some Factual Information • Mental Ill Health is the second largest cause of time lost due to sickness absence in UK organisation • In Europe stress costs the economy an estimated 5- 10% of GNP per year • 30.7% of workers clash with their colleagues on a weekly basis • 40% said there was a known troublemaker in the workplace (BACP, 2007) • There is an alarming link between job loss and suicide, as well as psychological decline, depression , despair etc. (Rutter, 2009)

  7. What are the benefits for an Organisation of having a Workplace Counselling Service?

  8. The Benefits of Counselling at Work Provision • Counselling support can have a significant positive impact on sickness absence • Counselling can have a dramatic impact on positive work effectiveness • An internal counselling service can save the organisation money • Confidential counselling services for employees may reduce the risk of litigation • EAPs can reduce sickness levels (Hughes & Kinder, 2007)

  9. The Internal Dynamics of the Organisation (Walton, 2010) • The Client • The Workplace Counsellor • The Administration ( sponsors, funding body and managers) • The Organisation; Culture and Purpose

  10. Different Perspectives • What might be your view of the counselling service? • What expectations might you have of counselling? • How might the organisation impact on the counselling relationship?

  11. What can the counsellor do? • Establish a clear contract • Lay out the limits and parameters of their work • Clients need clear expectations of how and where counselling fits into the organisation • Be clear to sponsors and managers of this role • Be aware of organisational dynamics and national trends which affect their work

  12. References BACP (2007) Battle of the Workers (News Report). Counselling at Work. Issue 57, BACP. Cooper, C. (2007) Guiding Workplace Counselling. Counselling at Work. Issue 57, BACP. Hughes, R & Kinder, A. ( 2007) Guidelines for Counselling in the Workplace. BACP. Rutter, M. (2009) Not Just Losing Your Job. Counselling at Work. Issue 65. BACP. Walton, M. (2010) Beyond the Face before You. Counselling at Work. Issue 68. BACP.

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