My position as within our team or organisational psychologist within a large and varied organisation means I must be very self-aware of my boundaries of competence. Our team regularly performs one on one client support for a range of issues due to most of our experience being in organisational and industrial psychology settings however we are aware of our limitations to providing the best possible client care. We often refer our clients onto the employee assistance program (EAP) that we partner with closely and at times are able to work in conjunction with the eap provider (when consent is given by the client) to work collaboratively on client outcomes. Being a large employer of approximately 9000 staff and being an organisation that aims to have our staff representative of our community means we have a large variation in employees, from cultural backgrounds to education levels and like our population our staff too can suffer from mental illness.

My colleagues and I have been involved a number of times in supporting an employee transition back to the workforce follow some time as an inpatient requiring treatment for a range of complex mental health issues. We are proud to say that we have had a high degree of success transition the majority of such cases ( since I have been in the role) back into the business. The primary reason I feel that this has been so effective is that we do not attempt to do this in isolation, we are aware of our range of competencies, and whilst we have a high degree of knowledge on mental illness the treatment of this is not our primary area of expertise. We work with treating doctors and our clinical partners to provide an experience that facilitates the best possible outcome, if we did not reflect on our competencies, acknowledge our boundaries and partner with other specialists I doubt we would have seen such success in this area of practice.