The figure of the organizational psychologist has taken on particular importance over the last decade, because companies know that in order to have maximum performance, they must avoid any conflict between their workers, in addition to detecting possible communication problems and misunderstandings. .
However, the exercise of the organization is directly linked to the psychological well-being of its workers, a mental health issue which concerns the figure of the clinical psychologist.
Psychological support to businesses, both from an organizational and clinical point of view, is an aspect that every organization should consider incorporating. to obtain better performance, an aspect that we will reflect on in the following paragraphs.
Psychological support for companies and their importance
Companies increasingly appreciate treating their employees better, providing them with stimulating and comfortable environments in which to develop professionally. However, and although this idea is very well intentioned, sometimes it is not enough to get workers to be totally comfortable at work or to enjoy complete well-being.
Not everyone thinks that in addition to good technological support, better infrastructure and a good salary, psychological support is a crucial aspect to achieve a good working climate.
For years, the figure of the psychologist has gained notoriety and is freed from the idea that this type of professional is exclusive to clinical consultations and health centers. Psychologists, particularly organizational psychologists but also clinicians, are increasingly valued in companies because many people know that their presence has all kinds of advantages.
In this way, taking care of the mental health of workers results in a better functioning of the organization and also more profits.
The role of the business psychologist goes beyond the selection of personnel. Psychologists can deal with all the problems related to the emotional discomfort that workers experience, the difficulties in communicating with co-workers or in private life, the difficulties they encounter in adapting to the new work role and the conflicts that may arise. in the company, among many others. others.
Psychological well-being is related to work practice, or what is the same, a happy employee is a hardworking, efficient and productive employee.
Worker discomfort can be treated both in clinical consultation and in a room in your company, but in the latter case it is especially useful with regard to their work practice because the psychologist who takes care of them is aware of the work dynamics and the problems related to the work environment from which the patient suffers.
This is why many companies are committed to hiring clinical psychologists to help them improve the mental health of their workers, thereby creating psychotherapeutic spaces in the workplace and dealing firsthand with stress and other emotional issues that can. arise between its employees.
More money is not more well-being
They say that money does not buy happiness. While some may question this premise, the truth is that the belief that it’s better to have more money is a myth. Obviously, almost everyone wants to have money, but it’s not the only thing that will bring us closer to greater psychological well-being.
The worker wants to receive a good salary, but also wants to work in an environment where he feels comfortable, is respected and has no problems with his colleagues.
The old view that companies had of their workers was that the better paid they were, the better off they would feel. Today, we already know that this is not the case. Workers remain human beings who, when they enter their workspace, they do not detach from their personal issues.
In addition, the work context can give more discomfort which will not be compensated by more money, that is to say that if there are problems with their colleagues or that the work stresses them out, they may even receive a high salary.
What issues do you work with with psychological support for companies?
Psychological support for companies is based on the knowledge of both the organizational psychologist and the clinician.
Thanks to their combined work, it is possible to intervene on multiple issues that concern both the company as a whole and the workers individually. Thus, we can cite a few issues where psychological support for businesses can improve.
Anxiety in the face of economic uncertainty
- Managing social isolation during electronic work
- Family and coexistence issues
- Anxiety about health problems, about oneself and those close to them
- Concentration problems and poor time management
- Demotivation and bad mood
- Communication problems and difficulties in social skills
These types of issues are not only a source of psychological distress for the person suffering from them, but, as we have mentioned, they also interfere with the way of working.
Therefore, for the company not to adequately address these psychological and interpersonal disorders results in a worse work experience, or what is the same, more work accidents, more work-related injuries, more stress in the office, communication problems between employees, non-compliance with deliveries…
The importance of psychotherapy in organizations
From what we’ve seen so far, we can understand that well-being and labor productivity are not independent values.
For this reason, more and more companies, apart from their size and income, integrate psychological assistance and psychotherapy services, which aim to identify specific sources of employee discomfort, aspects of their environment. family and professional issues that precipitated them and personality-related issues.
The importance of psychotherapy in organizations is that, once their employees’ emotional issues are identified, they can be addressed by offering resources and strategies to overcome adversity and meet needs.
On the other hand, psychological intervention in business as well it has effects that go beyond each of the individuals who make up the organization. And this has consequences on the work climate and even on the corporate philosophy that emerges from Human Resources policies; Not in vain, companies that provide better coverage for the well-being of their staff benefit from a better image both with employees and outside, generating an element of good marketing and public relations.
All of this is done, as planned, respect the secrecy of psychotherapy, who must be correctly informed to the patient so that he understands that nothing of what he says will come out of here, that his head is not understood from what he explains and that the psychologist is not not the spy of his superiors.
- Bianchi, R .; Schonfeld, IS; Laurent, E. (2015). Burnout-Depression Overlap: A Review. Journal of Clinical Psychology, 36: p. 28 – 41.
- Chiavenato, I. (1999). General introduction to administrative theory. (5th ed.). Mc Graw Hill editions.
- Didonna, F. (2011). Mindfulness Clinical Manual. Bilbao: Desclée de Brouwer, SA
- Forbes-Álvarez, R. (2013). Positive organizational psychology and organizational improvement. Cegesti, 227, 1-3.
- Hüther, Gérald (2012). Biology of fear. Stress and emotions. Barcelona: Editorial platform.
- Kasper, S .; Boer, JA and Sitsen, JMA (2003). Handbook of Depression and Anxiety. New York: M. Dekker.
- Maslach, Schaufeli and Leiter (2001) Burnout. Review annual psychology, 52: p. 397 – 422.
- Psychologie 360 (2021) What is psychological support in a company and what is it used for? Psicologia 360. Retrieved from: https://www.psicologia360.com/2021/empresa-rrhh/que-es-el-apoyo-psicologico-para-empresas-y-para-que-sirve/
- Rivas, ME and López, M. (2012), Social and Organizational Psychology. CEDE PIR preparation manual, 1. CEDE: Madrid.
- Salanova, M., Llorens, S. and Martínez, IM (2016). Contributions of positive organizational psychology to the development of healthy and resilient organizations. Psychologist Papers, 37 (3), 177-184.
- Segerstrom, South Carolina; Miller, GE (2017). Psychological Stress and the Human Immune System: A Meta-Analytical Study of 30 Years of Research. Psychological bulletin. 130 (4): p. 601 – 630.