The early development of counselling as a profession emerged in the United States during the late 19th and early 20th centuries, alongside the rise of social work and psychology (Gladding, 2013). Initially, the purpose of counselling was mainly driven by the adverse social and psychological effects of the Industrial Revolution, particularly among vulnerable populations (Gladding, 2013). The early 20th century marked a shift from theory to practice, with the introduction of the first formal counselling programme to address individual and societal concerns (Gladding, 2013). During this period, the foundations of modern mental health counselling were established, and by the early 1990s, the term ‘workplace counselling’ had entered common professional and academic use (Gladding, 2013). The term was regularly featured in articles in Employee Counselling Today, and the British Association for Counselling issued organisational guidelines that formalised the practice (Carroll, 1996). In the mid-1990s, workplace counselling was largely equated with employer-sponsored, on-site services delivered through Employee Assistance Programmes (EAPs) (Carroll, 1996; McLeod, 2010). One of the first official definitions of workplace counselling was provided by the Institute of Personnel Management as ‘any workplace activity in which a trained practitioner helps an individual assume responsibility for work-related or personal decisions’ (Carroll, 1996, p. 102). Carroll (1996) also emphasised that organisational sponsorship is integral to workplace counselling, creating a three-party relationship among employer, employee and counsellor.

Current discourse favours the term ‘mental health at work’, which encompasses workplace counselling and related interventions. In South Africa, industrial and organisational psychologists are mandated to deliver these interventions, addressing stress, emotional conflict and maladjustment in the workplace (Bergh, 2021; Health Professions Council of South Africa [HPCSA], 2019; Kock et al., 2025). Industrial psychologists work collaboratively with management, human resources and health departments to implement interventions to create a healthy workplace culture and support organisational change (Bergh, 2021). Specific reference to the therapeutic intervention knowledge of industrial psychologists is included in the Minimum Standards for the Training of Industrial Psychologists (HPCSA, 2019, pp. 4–5): [Industrial psychologists] should have knowledge of the theory and practice of more than three evidence-based models of psychological therapy. Students need to acquire the ability to identify and implement interventions to identify, understand and promote various aspects of psychological well-being and resilience, including the ability to provide short-term counselling as part of individual and systemic interventions such as post-trauma counselling, crisis counselling, and job stress-related counselling.

Furthermore, the HPCSA indicates that industrial psychologists should collaborate with other healthcare professionals to implement psychological services and interventions that promote career and work-related adjustment, as well as psychological well-being and resilience (HPCSA, 2019). However, despite this clear mandate, various studies have found that industrial psychologists consider themselves under-equipped and, as a result, are hesitant to provide these services (Du Plessis & Thomas, 2021; Graupner, 2021; Moralo, 2021; Van Lill & Van Lill, 2022). In addition, industrial psychologists face unique challenges, including role confusion between industrial psychology and human resource (HR) functions, misalignment between actual and desired work activities, and identity tensions between managerial and specialist roles (Nieman, 2019; Society for Industrial and Organisational Psychology in South Africa [SIOPSA], 2024; Van Zyl et al., 2020).

To address this uncertainty, several noticeable initiatives have been established over the past decade to ensure that industrial psychologists are better equipped and gain more confidence in managing mental health in organisations (Kock et al., 2025). Notably, during the COVID-19 pandemic, efforts were made by professional bodies, such as the SIOPSA, to equip and support industrial psychologists as workplace counsellors. These training sessions, in the form of virtual webinars, focused on workplace mental health management, trauma and crisis response and preparing industrial psychologists to act as frontline support professionals (Graupner & Watson, 2020; Neal, 2020). More recently, the establishment of the Mental-Health-at-Work interest group from SIOPSA reflects the ongoing need to better train practitioners to provide mental health management services in the workplace (SIOPSA, 2024).

Over the past decade, global shifts have underscored the importance of mental health at work, particularly its impact on employee productivity, job satisfaction and overall organisational well-being (Chang, 2024; World Health Organization [WHO], 2022). The COVID-19 pandemic has further highlighted the impact of mental health at work, demonstrating the critical role of the organisational environment in supporting recovery from work-related trauma (Hill, 2022; Moralo & Graupner, 2022b). In addition, the growth of remote work has changed the workplace and allowed new possibilities for employees and employers as digital nomads to work from anywhere in the world (Roodt, 2025). While some fear the displacement of human workers, artificial intelligence (AI) and automation have created new job opportunities and increased efficiency (Lim, 2023). Therefore, a concerted effort is needed to develop specialised, context-sensitive counselling competencies among industrial psychologists to address hybrid work, digital stressors and evolving organisational demands. Thus, since the first study in 2014, the author has undertaken various research projects and initiatives to explore counselling models tailored to the industrial psychology profession, with a particular focus on managing mental health in the workplace. The findings are reported in the Results section of this article.

Inclusion criteria included the following:

Exclusion criteria included the following:

The author used a Microsoft Excel sheet to document the authorship, year, research purpose, design, sample characteristics, counselling model or framework investigated, analytic procedures and key findings of each study. In this review, no secondary data analysis was undertaken. Instead, key findings from the identified studies were extracted in summary form and organised into three predetermined focus areas of the existing project:

This approach reflects a deductive categorisation strategy, in which existing evidence is grouped into conceptually defined domains rather than subjected to inductive coding or thematic analysis (Azungah, 2018; Mayring, 2022). The intent was to provide a structured, descriptive account of the current state of knowledge rather than to re-analyse primary findings.

All primary studies had prior institutional ethics approval. The present synthesis utilised only publicly available data and the review protocol was registered with the Economic and Management Sciences Research Ethics Committee (NWU 00653-25-A4). Furthermore, this review followed Lincoln and Guba’s (1985) criteria for trustworthiness. Credibility was enhanced through method triangulation, which combined studies using quantitative surveys, qualitative interviews and programme evaluations, as well as member checks with study authors where clarification was required. Transferability was enhanced by providing rich descriptions of South African organisational settings. Dependability and confirmability were addressed through the duplicate screening, a detailed audit trail and the external peer audit described earlier. The lead author’s central involvement in many of the included projects is acknowledged as a potential source of vested interest in advancing industrial psychology-related workplace counselling. To mitigate this bias, an independent senior scholar reviewed the reflections and interpretations of the findings.

Key findings from the authors’ studies conducted over the past decade provide insight into the role of industrial psychologists in workplace counselling, including the approaches, methods and skills involved. Table 1 presents the results of these research projects.

Several studies centred around how industrial psychologists perceived their role in workplace counselling and which counselling models were most appropriate for the role (Barkhuizen et al., 2015; Graupner & Kriek, 2023; Hayes, 2024; Jorgensen, 2017; Jorgensen-Graupner & Van Zyl, 2019; Kriel, 2016; Moralo, 2021; Moralo & Graupner, 2025; Van Lill & Van Lill, 2022). The study on the effectiveness of solution-focused brief therapy for industrial psychologists showed a future-oriented, strengths-based script that integrates smoothly with other models (Kriel, 2016). The industrial psychology participants reported considering brief solution-focused therapy (SFBT) as a suitable model for workplace counselling. The study reported that industrial psychology practitioners could enhance their workplace counselling effectiveness by applying this approach in informal conversations as well. The participants reported that SFBT should be considered as a training method for the master’s curriculum in industrial psychology.

Graupner and Kriek’s (2023) study examined life design counselling (LDC) as a career counselling intervention. Interestingly, findings reflected participants’ caution in applying the LDC approach, as they reported a lack of self-confidence in their counselling skills (Graupner & Kriek, 2023). At a secondary level, these findings confirm the need for intensive training in counselling skills for industrial psychologists (Barkhuizen et al., 2014). Corroborating these findings, a study by De Bruin and Graupner (2024) reported that participants expressed a need for further development in emotional competence, theoretical and technological knowledge, and practice management skills. Conversely, a study by Moralo (2021) found that participants expressed greater readiness to provide workplace counselling in support of employees, particularly to clients dealing with burnout, stress, traumatic incidents and challenges related to work adjustment (Moralo, 2021).

A key contribution to workplace counselling over the past decade has been the development and refinement of a structured counselling training framework for industrial psychology students. Introduced during the author’s inaugural lecture (Jorgensen, 2017), the model was designed to guide the professional and personal development of students preparing for workplace counselling roles. The original model was symbolised by a tree growth cycle, comprising four developmental stages (Figure 1). Published as the framework for inspiring growth (FIG) (Jorgensen-Graupner & Van Zyl, 2019), the model reflects the training and development of workplace counsellors. Each stage is named after a segment of a tree: Rooting, Growing, Branching and Thriving.

De Bruin and Graupner (2024) explored the usefulness of the FIG in coaching scenarios. The study’s findings indicated that participants gained self-assurance after the training, reporting greater confidence in coaching psychology theories and in the role of self-awareness in shaping their coaching methods. Similar to our previous findings in the studies on workplace counselling roles, participants indicated the need for further development in theoretical and technological knowledge, as well as differentiating between coaching and counselling roles (De Bruin & Graupner, 2024). Furthermore, Van Zyl et al. (2020) found that role confusion and mismatch, particularly between industrial psychology and human resource tasks, contributed to languishing mental health among industrial psychology participants. They recommended that industrial psychologists engage in specialised roles aligned with their strengths to promote meaningful job–role fit and engagement.

Following the recommendations made by Barkhuizen et al. (2014) and Du Plessis and Thomas (2021), which emphasised the need to equip industrial psychology practitioners with emotional intelligence skills, Hayes (2024) focused on training in emotional intelligence. The study found that the participants felt better equipped to manage clients’ difficult emotions after EQ training, and they reported incorporating EQ principles into their counselling approach by being more intentional in recognising and addressing emotional cues (Hayes, 2024).

Moralo and Graupner (2025) reported that participants viewed their role in managing workplace mental health as centred on creating access and support structures. Participants indicated the need for a multilevel approach to ensure that mental health is addressed on individual, group and organisational levels. Notably, in recent years, the perceptions of industrial psychology practitioners regarding the provision of workplace counselling support have shifted (Moralo, 2021). Furthermore, there is a growing global focus on managing mental health at work (Akiyama, 2024). This awareness is highlighted by the 2024 theme from the World Federation for Mental Health, It is time to prioritise mental health in the workplace, reflecting the critical need to prioritise mental well-being in organisational policies (Akiyama, 2024).

Findings from the first focus area suggest that several key components should be considered in the training of industrial psychology practitioners. These include the following:

Given the need for specialised support for employees facing a crisis or exposed to a traumatic incident, crisis and trauma management were identified as a distinct focus area. In an exploratory study conducted by Maritz (2015), paramedic participants reported that they primarily utilised counselling sessions when making use of trauma management interventions. However, they expressed concern about the availability of these interventions when needed. Similar results were found in a study conducted among strike managers (Nel, 2016). The findings indicate an urgent need for interventions to support managers in addressing the emotional and psychological toll of high-stress incidents, such as strikes.

In a study conducted among multidisciplinary counsellors, Coetzee (2015) reviewed the experiences of participants who attended a trauma management training programme. The intervention model was an adapted version of the Mitchell Critical Incident Stress Management (CISM) model (Watson et al., 2013). The results indicated that the training was effective in increasing self-awareness and self-insight, suggestive of stimulation of the self-actualising tendency. After the training, participants reported feeling confident to approach clients who had experienced trauma and demonstrated knowledge of how to conduct a trauma debriefing session. In addition, Jonker (2019) found that high-trauma risk sectors require primary-, secondary- and tertiary-level interventions, combined with clear referral routes. The study found that participants preferred multiple face-to-face counselling sessions, suggesting that single-session interventions and telephonic counselling were less favourable. In addition, Jonker (2019) recommended employing psychological first aid principles rather than psychological debriefing, in alignment with current international guidelines.

Jonker’s (2019) study highlighted that effective psychological trauma management requires a comprehensive, multilevel intervention framework, focusing on proactive (pre-crisis), acute and post-crisis support. Subsequently, Jonker et al. (2020) developed a conceptual three-level framework to illustrate such a multilevel holistic approach. In this framework, three levels of prevention are aligned with psychological trauma phases: primary (pre-crisis), secondary (acute) and tertiary (post-crisis).

Findings from the second focus area indicate that recommended components of trauma management interventions for training industrial psychology practitioners should include the following:

In the third focus area, specific methods for training workplace counselling were explored. In a study conducted by Landers (2018), the impact of a character-strength training programme on group work experiences among postgraduate industrial psychology students was investigated. Participants in the study recognised the value of continuously developing and practising these strengths for both personal and professional growth (Landers, 2018). The strengths-based training led to increased self-awareness, introspection and objective self-assessment of abilities among participants. They reported heightened awareness of their strengths, which in turn enhanced their self-confidence. Participants also demonstrated a greater ability to encourage and assist others in recognising and utilising their strengths – a critical skill for workplace counsellors. Therefore, adopting a strengths-focused lens in counsellor training enhances practitioners’ self-awareness and confidence, while strengths-based group exercises equip them to recognise and develop the strengths of others. In the context of workplace counselling training, a strengths-based approach would improve counsellors’ self-awareness and confidence, while equipping them to identify and mobilise employees’ strengths during group interventions.

Jorgensen (2016) conducted a study among master’s students in industrial psychology to enhance intra- and inter-personal awareness through encounter group training. Participants reported increased self-acceptance, self-confidence and genuine self-expression during the working and termination phases of the group process. Self-disclosure and the sharing of personal experiences fostered greater self-understanding and empathy towards others, which are essential skills for workplace counsellors. These findings support the notion that encounter group training is a valuable component of emerging professional preparation for industrial psychologists, particularly in developing counselling competencies. Participants also became more attentive to group processes and more aware of their own and others’ intra- and inter-personal functioning, aligning with the competencies required for workplace counselling. In addition, encounter group protocols can be integrated into curriculum design for industrial psychology master’s programmes to enhance readiness for workplace counselling roles. Facilitators require skills in managing group dynamics, providing growth-promoting feedback and supporting participants through the various phases of group development. Jorgensen’s (2016) study demonstrated that encounter group training is a promising experiential approach for developing intra- and inter-personal awareness of industrial psychologists.

In a study by Henn et al. (2016), an initial analysis of the factor structure of the Ryff Scales of Psychological Well-Being (RPWB) was conducted. The RPWB was used to examine its efficacy in training industrial psychology practitioners to develop intra- and inter-personal awareness. However, the findings indicated that the original factor structure could not be reliably replicated, raising concerns about its structural validity. Given these limitations, the RPWB was ultimately excluded from formal training curricula. Furthermore, De Jager-van Straaten et al. (2016) found that the use of the Personal Growth Initiative (PGI) Scale in training industrial psychology students significantly enhanced their preparedness for counselling roles. Personal Growth Initiative development supports intrapersonal awareness, self-actualisation and goal-directed behaviour, all of which are foundational to effective counselling practice. The study further recommended integrating PGI development into training curricula and monitoring its progression to better prepare students for their professional responsibilities, particularly in client-facing roles. Similarly, Jorgensen-Graupner and Van Zyl (2019) recommended that self-awareness training techniques should be included in counsellor training programmes. Van Zyl et al. (2020) also recommended that individual psychology training and development programmes should focus on enhancing meaningful work–role fit, work engagement, emotional regulation and self-management skills.

This section highlights the importance of training and development approaches for cultivating effective counsellor skills, including:

Several international studies have reported on the development of interventions for workplace counselling. La Montagne et al. (2014) introduced the Integrated Intervention Approach (IIA), which promotes an integrated paradigm that spans the entire mental health continuum. This approach is defined, firstly, by primary-prevention interventions that target structural determinants of distress, such as excessive demands or unsafe physical environments, with the aim of eliminating job stressors before harm arises. Secondly, health-promotion interventions draw on positive psychology and organisational development traditions to cultivate protective resources (e.g. autonomy and meaning) and to amplify individual and collective strengths. Finally, secondary and tertiary interventions focus on workers already experiencing psychological difficulties, providing treatment and referral where necessary.

According to Elder et al. (2018), research indicates that workplace counselling is effective in addressing the effects of workplace stress. Moreover, workplace counsellors can influence organisations and promote changes that create healthier work environments. Building on this, Deady et al. (2024) developed a three-pillar framework for effectively addressing workplace mental health interventions. They identified a broad spectrum of psychosocial hazards, including excessive workloads, role ambiguity and conflict, as well as high-risk exposures (e.g. trauma). The three-pillar framework – Protect, Promote and Respond – provides a structured approach to addressing these hazards. Protect refers to primary prevention through a systematic risk assessment, hazard management and occupational health and safety compliance. Promote focuses on building employee strengths, engagement and flourishing through positive work design and supportive policies and culture. Respond emphasises early distress detection, facilitated clinical care, workplace adjustments and return-to-work support. This framework also spans four intervention strata: (1) organisational policy and systems, (2) team operations, (3) job design/redesign and (4) individual-level programmes (e.g. CBT, mindfulness, resilience training). Interestingly, a British study by Fleming (2024) found that stand-alone individual interventions may not significantly improve well-being. Deady et al. (2024) suggest that this gap can be closed when individual therapies are embedded within broader structural and cultural changes. Employers’ statutory duties to identify psychosocial risks and to provide safe, accommodating work environments further underscore this integrated mandate (Deady et al., 2024).

Looking back three decades, Carroll (1996) forecasted five forces shaping counselling in the workplace: psychodynamic, humanistic, cognitive-behavioural, multicultural, and an emerging ‘contextual’ force that recognises the impact of environmental and situational factors, such as the workplace. Today, the contextual force has expanded to encompass digital platforms, remote therapy and agentic AI-enabled diagnostics and interventions. According to Oosthuizen (2022), preparing for a future shaped by AI and automation requires adaptability, lifelong learning, and proactively pursuing opportunities where human capabilities complement technology. Obiorah et al. (2025) highlighted the need for industrial psychology to integrate responsible AI integration and prioritise well-being programmes. In mental health, agentic AI is particularly noteworthy, as it combines generative intelligence with autonomous execution, raising new concerns. According to Banga (2025), agentic AI combines the generative capabilities of modern AI with autonomous, targeted action. Unlike traditional rule-based systems, agentic AI employs intelligent agents that can reason, coordinate and execute tasks in real time, often using large language models (LLMs) to integrate multiple specialised tools and data sources with minimal human intervention (Banga, 2025). The use of agentic AI in mental health demonstrates potential in early detection of mental health disorders, personalised therapeutic recommendations and accessibility to conversational companions (Dober, 2025). However, the potential risk of inappropriate responses in crises, emotional dependence on AI systems and limited contextual sensitivity highlight the need for ethical safeguards (Dober, 2025). Recently, two complementary AI-driven initiatives aimed at expanding and improving mental healthcare worldwide were introduced (Bell, 2025). The first is a practical field guide that provides mental health organisations with step-by-step advice on responsibly adopting AI to scale evidence-based interventions. The second is a multi-year research partnership funding project to develop precision diagnostics and explore novel AI-powered treatments (including potential new medications) for anxiety, depression and psychosis (Bell, 2025). However, realising the potential of agentic AI in mental health will require innovation coupled with rigorous validation and strong ethical precautions.

Therefore, to prepare industrial psychology practitioners for this shift in managing mental health in an ever-changing world of work, the framework for inspiring growth (FIG) has been re-engineered into FIG 2.0 (Figure 2). The revised framework addresses the aforementioned dynamics and further incorporates a lens that positions the industrial psychologist as a practitioner operating simultaneously across the three intervention levels of managing psychological health in organisations (Deady et al., 2024; La Montagne et al., 2014) – individual, group and organisation. This multilevel lens fits naturally into industrial psychology training for workplace counselling and aligns with two guiding theories: Experiential Learning Theory (Kolb, 1984) and Conservation of Resources (COR) Theory (Hobfoll, 1988). Kolb’s theory bridges practice and theory, a process commonly used to teach soft skills such as emotional intelligence, negotiation and systems thinking (Haritha & Rao, 2024). Conservation of Resources theory defines stress as the threatened or actual loss of valued resources and relief as their protection or gain (Holmgreen et al., 2017). In addition, the Job Demands–Resources (JD-R) model frames employee well-being as a balance between demands that deplete and resources that buffer and motivate (Bakker et al., 2023), guiding workplace counsellors to design multilevel interventions. Therefore, the FIG 2.0 trains industrial psychologists to diagnose resource deficits and design interventions that protect and expand resources across all three intervention levels.

The revised FIG 2.0 model retains the original sections of Rooting, Growing, Branching and Fruition (formerly named Thriving); however, each section has been conceptually deepened to incorporate research on workplace counselling over the past decade, ensuring the model remains future-fit (Figure 2). The detailed integration of the revised counselling framework with the three intervention levels is illustrated in Figure 3.

The insights from this research suggest that extensive training is required to effectively equip industrial psychology practitioners and enhance their confidence as workplace counsellors. This study demonstrates that a model such as the FIG 2.0 could serve as a counselling-specific competency roadmap for training. Such training should provide foundational insight into the role, value and identity of the industrial psychologist. It should also include self-awareness development, training in work-related psychopathology, short-term counselling models and multilevel trauma management to ensure that practitioners are prepared to deliver immediate evidence-based, short-term counselling. Regular supervision and continuous development opportunities are essential to strengthen confidence as mental health practitioners. Training should also adopt a multi-intervention level framework with focused methodology. Ultimately, industrial psychologists should be positioned as strategic organisational partners who can address risk and contribute to the design of psychologically safe work systems.

The evidence base in this study is mainly qualitative and cross-sectional, suggesting that experimental or longitudinal trials that quantify clinical and organisational outcomes are still lacking. Moreover, most findings rely on practitioner self-reports, leaving employee perspectives and cost-benefit data underexplored. Future research should therefore evaluate the FIG 2.0 through controlled designs that evaluate counsellor competency levels. The FIG model developed in the South African context suggests that future research could embed legal checkpoints at each stage, involving both legal and HR decisions, to gain a global perspective. In addition, AI-driven diagnostics as aids to workplace counselling and ethical boundaries should be explored. Lastly, it is suggested that concrete protocols, such as an AI care checklist, should be included before using any AI well-being tools.