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Discusses the need for planning and commitment when introducing a counselling service. Identifies 20 key questions about the service′s credibility, structure, cost, control, confidentiality, qualities requirements, scope and nature of feedback to the organisation. Surmises that the questions provide a framework to identify needs, a necessary process if the counselling service is not to increase problems.

Considers the problem of how alcohol abuse impacts on the workplace and implementing a strategy for education and prevention. Discusses the four main points of an alcohol policy: education and training, identification, procedure, and good practice, as well as directorial agreement of a policy, implementation, and the reasons for adopting an alcohol policy. Surmises that an alcohol policy will provide economic benefits for the organisation as well as increased job satisfaction and well‐being for employees.

An article in two parts which considers: the level of counselling activity within specific UK organizations: and the functioning of an EAP in one company. Aims, overall, to offer some qualitative evidence of counselling services effectiveness. Part 1 used a questionnaire and postal survey to ascertain those organizations providing EAP or counselling services. Considers who performs the counselling service, access to the service, the scope of problems dealt with, and how closely the service matches the essential characteristics of an EAP. Found only one organization that fulfilled all the criteria. Part 2 used structured interviews with employees in one organization. Charts employees′ views on awareness of the EAP, the quality of service being offered, benefits and disadvantages, and involvement of EAP staff in organizational change. Results indicate some lack of awareness of the full role of EAPs; and some stigma associated with using the service. On the whole the EAP is well‐received. Advises against EAP staff becoming involved in organizational change in case the core function of the service is diluted.

Commonly, staff support is conceived of in terms of counselling. Centres on counselling as a form of staff support, and questions the idea that it can be realistically offered within work settings. The idea that a short course plus some unsupervised practice might adequately prepare a person to counsel others is rejected. A second issue discussed is: who should undertake psychological staff support within work settings – managers, personnel staff, occupational health‐care staff or external counsellors? Counselling and guidance are distinguished as different forms of staff support which may be combined. Three major areas of guidance are identified – vocational, health and welfare, financial and legal.

Providing counselling in the workplace can challenge the ethical principles on which counselling is based. Identifies a series of questions designed to focus attention on aims, outcomes, referrals, confidentiality and resources. Concludes that confronting ethical dilemmas is a continuous responsibility for counsellors. Frequently issues are managed rather than resolved. However, in confronting and managing these issues, the values underpinning organizational life can be challenged and, perhaps, changed.

Employee assistance programmes have developed since the early 1940s, particularly in North America, and are now part of many UK companies′ benefits packages for their staff (particularly in North America). Details the development, philosophy, structure and practice of the British Airways Employee Assistance Programme.

Draws distinction between the use of counselling skills, being a professional counsellor, and using professional counselling as one role among others, as a way of isolating the counselling content of outplacement consultancy. A matrix connecting five teaching strategies with five client needs is offered to clarify the role of counselling in outplacement work and as a possible training model for outplacement counsellors. Counselling is viewed as an essential component of good practice within outplacement agencies and can be utilized to help clients to work through their personal reactions to a number of areas connected to job‐loss.

The extent to which an employer has the right to information about an employee′s mental and physical health is a much debated topic, offset by the employee′s right to privacy. Indeed, privacy is often confused with confidentiality and secrecy. Identifies some of the dilemmas facing management, personnel, and occupational health departments about confidential health matters in relation to recruitment, retention and dismissal of employees believed or known to have physical or mental health problems. Gives a case example of an employee who is infected with the virus which causes AIDS, to highlight confidentiality issues. Makes recommendations for confidentiality policy, giving guidelines for management on information relating to employees′ mental and physical health.

Discusses the ethical and legal complexities of confidentiality in counselling where, often, there is uncertainty about what the optimum practice should be, and when there may also be problems in implementing ethical practice. Reports on the codes of practice, published by the British Association of Counsellors, which are intended to clarify this situation. Discusses confidentiality and the law, and a counsellor′s conflicting obligations to client and employer.

AIDS is a relatively new disease associated with stigma and death. In the UK, mass media AIDS campaigns have increased public knowledge about this disease but there is still misinformation and fear about how it is spread and how it affects people. This is the basis for fear of discrimination at work towards people suspected or known to be infected with HIV, the virus which causes AIDS. How might HIV infection or AIDS affect the workforce and what can be done to promote the physical and mental wellbeing of employees? How can employees be helped to reduce their risk of contracting this disease? Discusses ideas for personnel, management and occupational health services. Addresses AIDS counselling issues at work and provides a framework for organizational assessment, counselling and training, intervention and evaluation. This is in conjunction with policy development. Describes the role of the external consultant to provide objective confidential and expert advice.