The counseling process is about providing a sounding board for an employee, giving them a safe place to talk about issues that trouble them, and allowing counselors to help them find their own solutions to problems or develop better ways to manage issues. It is not about giving advice, but about providing a non-judgmental, empathic, and accessible means to allow an employee to find a way forward. Workplace counselors have a specialist viewpoint and skillset, as they essentially have two clients – the employee in front of them and the organization, as a peripheral client. Workplace counselors are mindful of the context in which the employees work and have a crucial understanding of the environment to which the employees will be returning. As workplace counseling is short-term (up to eight one-hour sessions), practitioners are commonly “integrative”, meaning they have trained in a core therapeutic approach and built other disciplines into this. Counselors may be person-centered or have skills in cognitive behavioral therapy (CBT), transitional analysis, gestalt therapy, solution-focused therapy, or one of several other disciplines. The choice of the approach used by the counselor usually matters less than the quality of the counselor-client relationship, with trust and openness helping to maximize success. Workplace counselors offer support to people in organizations across all sectors, locations, and sizes. While counseling is available on the NHS, the long waiting times, lack of specialist insight and inflexibility of appointment times and locations make workplace counseling a more attractive option to many employers. Some organizations pay for counseling by recruiting a workplace counselor either full-time or part-time, or on an ad hoc basis, depending on the size of the workforce. Other companies choose to invest in an employee assistance program (EAP). EAPs are standalone packages that include counseling support provision, often from a nationwide pool of vetted affiliate counselors.