Why can’t HR perform the functions of a psychologist?

HR professionals are an indispensable link in a company, as much of the business’s viability and everything related to hiring, retention, motivation, and employee development depends on them.

They seem to be able to handle any challenge: finding the best specialists from different parts of the world, resolving the most difficult crisis situations and conflicts within the team, and providing individualized approaches to each person. However, within this broad range of responsibilities, there are clear boundaries and specific characteristics of their professional competence.

While HR specialists understand the basics of motivation, communication, organizational culture, and have skills in managing human relationships, as well as promoting the psychological well-being of employees, this does not make them psychologists. Such knowledge is insufficient to have a deep understanding of complex psychological processes, let alone diagnose disorders and engage in therapeutic activities.

It is worth noting that according to surveys conducted by the APA, one of the most influential associations of professional psychologists in the world, people have become increasingly attentive to how companies support the mental health of employees in the post-pandemic era. Over 80% of professionals consider it a priority factor when searching for a new job.

But should HR professionals themselves perform the functions of a psychologist? The answer is no, and here’s why:

1. Lack of qualification. To become a psychologist, one needs to complete a relevant program at a university. A qualified psychologist possesses in-depth and systematic knowledge of human behavior, various branches of psychology, personality assessment methodologies, counseling skills, and more. Psychological education and practice enable them to understand the complex interaction of thoughts, emotions, actions, and motivations of individuals.
2. Ethical considerations and confidentiality. Psychologists adhere to high ethical standards that govern their professional practice. They have a clear understanding of confidentiality and are obligated to safeguard their clients’ privacy. HR professionals also adhere to ethical standards, but their primary objective is to protect the interests of the company rather than individuals. This constitutes the main difference.
3. Limitations of tools. Psychologists rely on scientific research and evidence-based methodologies. They possess various tools for analyzing and addressing psychological problems, such as tests, interviews, surveys, group sessions, and more. HR professionals can identify general signs of distress or dissatisfaction among individuals, but they do not have the competence to conduct in-depth psychological assessments or engage in therapeutic activities.
4. Lack of time and resources. HR professionals work in a multifunctional capacity, handling multiple tasks simultaneously, unlike psychologists whose focus is solely on clients.

Overall, poor mental health and well-being of employees can present significant challenges for employers. Therefore, the World Health Organization (WHO) recommends:

• Conduct training for managers on mental health issues, enabling them to recognize and respond to changes in the behavior of subordinates experiencing various emotional states. Additionally, provide training to develop skills in interpersonal communication and understanding how work-related stress factors impact mental health and job performance.
• Educate employees on mental health literacy and awareness. Engage external specialists to discuss common problems and their resolutions, such as burnout, anxiety, and stress.
• Create favorable working conditions. Ensure a work-life balance, organize in-office sports activities, provide access to psychological support and counseling for employees facing stressful situations, and more.

It is important to understand that addressing employees’ mental health issues is complex and multifaceted. While HR professionals play a crucial role in personnel management, they cannot fully replace the functions of a psychologist. The individuality, motivation, emotional state, and other psychological aspects of employees require a deep understanding that can only be provided by qualified specialists.