com/pros-cons-employee-assistance-program-12009.htmlMiller, A. (2018). Pros& cons of an employee assistance program. Retrieved from httpstress-and-corrections-stress-counselors-need-to-be-independent                Retrieved from http://policelink.monster.

com/training/articles/2319-why-in-house-police-Brown, H. (2018). Why in-housepolice stress and corrections stress counselors need to be independent.                http://www.giftfromwithin.

org/html/Police-Officers-Seeking-Counseling.htmlAnderson, B. (2014). Confidentialityin counseling: What police officers need to know.

 Retrieved fromReferencesManagement needs to understand that when they develop anin-house police stress or corrections stress program, they have to except thegood, the bad, and the ugly. They need to employ or assign individuals who notonly have the ability to offer the peer counseling and stress examination, butwho are willing and able support their clients against management when applicable.And they must develop creative reassurances within the job descriptions andpersonnel policies to assure confidentiality between peer counselors andin-house police therapists and the employees they counsel. This entails a deviationfrom the quasi-military structure in law enforcement, where rank is all. When entering into an in-house counseling relationship forhelp with a stress induced problem, the client needs to have a clearunderstanding of the purpose of the therapy, and what role the therapist isgoing to take should there be punitive or legal consequences (Brown, 2018).There should be no questions as to the primary duty of in-house counselors.They must adhere to their own professional and personal codes of ethics when itcomes to confidentiality.

They cannot put themselves in a position where theirsuperiors can order them to disclose private information. Nor can they be in aposition where their jobs or progression may be negotiated if they take a standof behalf of an employee regardless to what management sees as being in theirbest interests.Counseling is designed to remediate symptoms, to improvewell-being, to return an individual to their former state of functioning. Preferablyit is not to act as a supporter of the employees against employers who may haveill-treated them, although in reality therapists often do, and should, become supportersof their clients. Support may become a less important part of the relationship,but isn’t the same as therapy.

One obstacle that inhibits officers from seeking counselingis the perception that the information they share is not confidential (Miller, 2017).These concerns are binding because in some cases, the information is in factnot private at all Such services such as employee assistance programs (EAP)services are technically supposed to be private, but this isn’t always thecase. While most of these services are located off-site, some EAPs are located”in-house.” So, if an officer walks into the EAP office for avoluntary counseling session — and they don’t want their coworkers to knowabout it — but someone sees the officer going into the office, then there’s nothingstopping the officer’s privacy being spread throughout the department. Equally,these outside professionals are often “friendly” with managers and other staffin an organization. Although the professional code of conduct requiresconfidentiality at all times, there’s little to avert”off-the-record” small talk between these professionals fromdiscussing certain cases behind closed doors.

Although, there can be legal ramificationsfor breaking confidentiality laws without an officer’s written consent. Because the quality of policing has changed so radically inthe past 10 years, many departments have begun to provide psychologicalservices for officers and their families either as an in-house unit or as an outsidearrangement with a private therapist who does not work for department.Police work is extremely stressful and is one of limited occupationswhere one frequently faces the effects of death, violence, accidents and severepersonal injury. A police officer’s several years of service wreaks havoc onthem personally and professionally.

No man or woman, regardless of health, training,or familiarization, is insusceptible to the long-term effects of collective stressor sudden acute incidents. One police veteran with 17 years of service stated,”Policing is a combination of mind-numbing boredom and mind-blowing terror”(Anderson, 2014).


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