Guest blog by Maria Paviour, Occupational Psychologist
I've been randomly selected for a CPD audit by the HCPC. My first reaction was classic: “Oh great. Why this year? It’s been such a difficult one already - and now this on top!” It felt like one of those overwhelming moments. But, after a couple of months of reflecting and faffing, two key things became crystal clear.
1. Learning doesn’t stop, even when formal study does - when I reviewed my CPD, I realised it hadn’t been a scattergun of tasks, but a coherent journey. Not because I mapped every step in advance, but because I was clear about where I was heading.
2. The true power of professional supervision - I’m not just talking about the kind, wise, and rigorous monthly supervision I get from my supervisor. I mean the broader, often unseen form of supervision: being part of a professional body like the HCPC, which holds us - and each other - to a standard. In occupational psychology, where clinical boundaries are often blurred, it is a gift to be part of a regulated community. We might not all be dealing with diagnosable disorders, but the standard we uphold is the same: protecting those we serve. And that, more than anything, is why CPD audits are not a chore - they are a cornerstone of trust and value in our profession.
This realisation ties in directly with why SOM’s role is so critical. Too often, organisations place wellbeing under the remit of HR or senior leaders without grounding it in occupational health. The result is a dilution of professionalism. It’s not that HR or leadership professionals aren’t vital - they absolutely are - but we must recognise that managing wellbeing without the clinical insight of occupational health professionals is like asking a plumber to rewire the electrics. This is particularly true in mental health, where many organisations have relied on general training programmes, often lacking in clinical governance. These approaches may be well-meaning, but they often create more problems than they solve by assigning responsibility without professional boundaries or supervision. Research has shown that organisational approaches to wellbeing must include structural and cultural factors, including line manager training and a psychologically safe ethical climate, to be effective (McCague et al., 2024; Narayanan and Kengatharan, 2024).
The risks of over-medicalising the workplace - There’s also a concerning shift in how we speak about workplace stress. More and more, clinical terms are used to describe very normal human responses: “anxiety” instead of “under pressure,” “depression” in place of “unhappiness,” “dissociation” where perhaps someone is just overwhelmed. This pathologising of ordinary emotions risks turning every difficult day into a potential diagnosis (World Health Organization, 2021). Not only does this promote fear and confusion, but it shifts the burden away from workplace conditions and onto individuals. The result is a culture where people are expected to self-diagnose and self-manage, while employers tick the wellbeing box without real accountability.
The need for safe, evidence-based practice - There’s growing awareness that unqualified personnel attempting to manage significant mental health concerns is not just ineffective, but potentially harmful. Professionals are trained to identify when someone is struggling beyond what peer support can address - and they know how to act safely and ethically (Correctional Service Canada, 2023).
Time to reclaim Occupational Health - It’s time to bring Occupational Medicine and Psychology back to the centre of workplace wellbeing. Not as a crisis response, but as the structure that enables prevention, safety, and real results. That’s why organisations like SOM matter - not just for us as professionals, but for the people and workplaces we serve.
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References
- Blake, H. et al. (2024) ‘Typology of employers offering line manager training for mental health’, Occupational Medicine, 74(3), pp. 242–250.
- Canada.ca (n.d.) The Mental Health Continuum Model. Government of Canada. Available here [Accessed 3 June 2025].
- Correctional Service Canada (2023) Towards a Continuum of Care: Correctional Service Canada's Mental Health Strategy. Government of Canada. Available here [Accessed 3 June 2025].
- McCague, C., Tregaskis, O., Dewe, P. and Daniels, K. (2024) ‘Line manager training and organisational approaches to supporting well-being’, Occupational Medicine, 74(6), pp. 416–423.
- Narayanan, N. and Kengatharan, N. (2024) ‘Workplace ethical climate and its relationship with depression, anxiety and stress’, Occupational Medicine, 74(6), pp. 449–456.
- Public Health Agency of Canada (2017) Measuring Positive Mental Health in Canada: Construct Validation of the Mental Health Continuum–Short Form. Health Promotion and Chronic Disease Prevention in Canada, 37(4). Available here [Accessed 3 June 2025].
- World Health Organization (2021) Comprehensive Mental Health Action Plan 2013–2030. Geneva: World Health Organization. Available here [Accessed 3 June 2025].