First-line Psychologist – immediate support, long-term benefits

Małgosia Kwiatkowska: A key component of the Lyra Polska Employee Assistance Programme (EAP) is the First-line Psychologist. Could you explain who this person is and what their role entails?

KK: In the place let’s consider the purpose of an Employee Assistance Programme. This solution wasn't created simply as a pleasant perk for staff, although of course, it’s nice when an employer looks after you. The real starting point was the dilemma: what should we do when an employee is struggling and, as a result, the quality of their work suffers? You could try to wait it out, take a more disciplinary approach, or move towards parting ways. Alternatively, you can support the employee, in which case there's a strong chance that both sides will benefit. However, since these problems can be of a varied and often personal nature, it's better for the employer not to get directly involved in resolving them but to rely on the help of experts instead. This support must be appropriate and, crucially, swift. This is precisely why the First-line Psychologist is a cornerstone of our programme. You can think of them as a psychological 'GP', only more accessible—because they can be contacted any day, 24/7, within 15 seconds.

MK: No waiting on hold to the sound of flute solo? No need to book an appointment and work around limited availability? That's a hassle even for relatively minor things. When you're dealing with strong emotions, it becomes all the more frustrating.

KK: None of that. Every day, we see employees calling in a wide range of situations – from a sudden panic attack before an important meeting, saying "I feel like I can't cope," to feelings of burnout that have been building for weeks, where we hear, "I just don't have the energy to get up for work anymore." It could also be conflicts with a colleague or manager that are affecting their focus and wellbeing. And within those 15 seconds of reaching out, they are speaking to a genuinely qualified psychologist or therapist. This isn't a chatbot or just an administrator who books appointments. We dive straight into the conversation, listening actively, helping them to articulate what's going on. Often, in that very first call, we provide practical techniques to manage the stress, such as simple breathing exercises or grounding techniques. Then, together, we establish the next steps – whether that single intervention is sufficient, or if further support is required.

MK: What benefits do you see for an employee in this kind of immediate, direct contact? Or to put it another way, what do the employees themselves say about it?

KK: First and foremost, it helps to de-escalate their emotions. We hear it in people's voices – they call feeling tense, sometimes in tears, and after a conversation of just a few minutes, they feel they've been heard, understood, and not judged. This often stops them from spiralling into negative thoughts and prevents the crisis from escalating. We recently had a situation where an employee received some very difficult feedback and was on the verge of resigning in the heat of the moment. The conversation with the First-line Psychologist helped them to see it differently, calm down, and plan a constructive conversation with their manager, instead of making a rash decision. The second benefit is breaking down barriers. Many people tell us: "I'd been thinking about getting help for a while, but I didn't know where to start or who to turn to. With this, I just made the call, and someone was talking to me straight away." We make taking that first step feel much less daunting. And the third thing is expert guidance and signposting. People often don't know whether their problem warrants therapy or if a single conversation would be enough. The First-line Psychologist helps to assess this. They listen, analyse, and might say, "It would be beneficial to work on this over a few sessions," or, "It looks like you could benefit from speaking with a neurodiversity specialist or a nutritional therapist".

MK: Essentially, their role is twofold: to provide immediate support and to guide the employee on the best path forward if necessary.

KK: That first conversation is often a huge step forward; it provides a sense of agency and hope. But for some people, it’s just 'opening the door'. If the First-line Psychologist recognises that the issue is more complex, we offer a short-term intervention. This might be anywhere from one to, say, six sessions, which can be held online or in-person, depending on their preference. During this time, we work on a specific problem. For example, someone might have an intense fear of public speaking with an important presentation coming up. In just a few sessions, we can develop techniques to manage that anxiety, rehearse parts of the presentation, and work on their self-confidence. Or an employee might be experiencing conflict within their team – we help them analyse the situation, understand the dynamics, and find constructive communication strategies. Often, these few meetings can bring about a significant improvement, even in complex situations. However, if it turns out that the issue requires ongoing psychotherapy due to chronic anxiety or depression, our role is to help the employee understand what kind of support they need and to signpost them to the right specialist. This could be within our programme or externally, depending on the specific nature of the problem. Throughout the entire process, the employee feels guided and cared for.

MK: That’s an important point, because for someone who has never sought this kind of help before, the world of psychology and psychotherapy can be overwhelming. It's understandable that people don't know the difference between a psychologist, a coach, a psychotherapist, and a psychiatrist. They might not be familiar with acronyms like CBT, ACT, or SFBT, or know which approach would be the best fit for their specific problem or personality.

KK: You're absolutely right – for someone outside the field, it can all sound like a foreign language. An employee might call and say, "I'm feeling really down and constantly stressed. A friend suggested I try therapy, but I have no idea what kind to choose or who to see." In that conversation, the First-line Psychologist helps them understand the nature of the issue and explains the available options in an accessible way. We don't expect an employee to come to us 'prepared'. Our job, after an initial assessment, is to recommend the best course of action. And if further work is needed, it's our role to match them with the right specialist. Sometimes, if their symptoms are particularly severe, we might suggest a psychiatric consultation, as that option is also available through the programme. The whole point is to take the burden off the employee of having to do all the research and make decisions in an area they're unfamiliar with, especially when they are already in a vulnerable state. We provide them with clear, personalised recommendations based on our expertise and experience. This makes it easier for them to get started and helps to build trust right from the outset.

MK: That's a unique approach. Most employee wellbeing platforms on the market operate more like a 'catalogue of specialists'—the employee is given a list and has to choose who to contact on their own. That freedom of choice seems appealing, but what's the reality?

KK: At first glance, the ability to browse through specialist profiles yourself can seem appealing, because you think, "I'm in control, I'm making the decision." But this freedom can quickly lead to decision paralysis and frustration. As we've already discussed, someone in crisis, or simply anyone unfamiliar with the nuances of psychological support, often lacks the tools to make an informed decision about which specialist is best for them. They read the descriptions, look at the photos, and essentially have to take a guess. It’s a bit like having a stomach ache and, instead of going to your GP who would examine you and refer you to the right specialist, you were simply handed a list with photos and short bios of every doctor in town and had to pick one yourself.

MK: Our CEO often calls that kind of selection process, based on photos and bios, the 'Tinderisation' of support.

KK: Because it is a bit like Tinder, with its quick 'swipe right' or 'swipe left' decisions. But even if an employee puts in the effort to research their options, they might pick a specialist who is, admittedly, excellent, but just not in the specific area they need help with. Or they might choose someone whose therapeutic approach isn't a good fit for their needs or personality. I've met people who had a few sessions this way and were left feeling that 'it just wasn't right,' but they didn't know why or what to do next. They felt disheartened and lost faith in the whole process of getting help. Our First-line Psychologist takes into account not only the presenting problem but also the employee's preferences for a therapist's working style, their personality, and even logistics, when it comes to in-person meetings—although much of our support is delivered online.

MK: There's also the simple fact that we have a large number of specialists in our network.

KK: We have a very broad and diverse pool of experts – psychologists, psychotherapists from various approaches, psychiatrists, coaches, and career advisors. This gives us a genuine capacity to match an employee with the most suitable form of support and the right specialist. Let me also add the aspect of time and availability. In the 'catalogue' model, an employee picks a specialist, only to often find that there's a long waiting list for an appointment, which is simply unacceptable in a crisis. With us, that first call is an intervention in itself. And if further sessions are required, because we know our specialists' caseloads, we can arrange subsequent appointments far more efficiently, minimising any wait time. For someone who is suffering, right here and now, every single day of waiting counts.

MK: We're talking about a very personalised approach. That’s interesting, because we live in an age where we are increasingly surrounded by automated systems, bots and artificial intelligence, even in the field of psychological support. Why is Lyra so committed to direct human connection?

KK: That’s a deliberate choice on our part. Of course, we value technological progress, and our clinicians use it to support their work, but authentic human interaction is irreplaceable. An experienced psychologist can pick up on nuances in someone's voice and their way of storytelling, even if the conversation is by phone or online. We've had cases where an employee called about one issue, but it turned out to be a way of 'sounding us out' to see if we could be trusted, because the underlying problem was far more serious. An automated system would likely have focused on that initial problem and never uncovered the real one. In a moment of crisis, anxiety, or sadness, the mere awareness that there's a real person on the other end of the line, who is listening and is present 'here and now', is therapeutic in itself.

MK: We’ve already talked about the benefits for the employee, but how does Lyra’s approach translate into business terms, from the perspective of managers and HR? What's in it for them when it comes to the EAP and the First-line Psychologist?

KK: When a manager notices that someone on their team seems distant or isn't quite themselves—perhaps they're making more mistakes or their performance is slipping, even though they were previously a reliable employee—they can suggest getting in touch with the programme. An early intervention like this often prevents a dip in the entire team's productivity and stops problems from escalating. Managers aren't psychologists, and they shouldn't try to be, but having a tool like an EAP allows them to offer genuine support to their team members. Speed is crucial here, because every day of absence or presenteeism mean tangible losses for the business. For HR departments, an EAP is a risk management tool and an investment in efficiency. Those individual stories translate into data and, ultimately, lower costs for the company. Another key aspect is increased engagement. Employees tell us in feedback sessions: "It’s great that the company cares about this; I feel really looked after." This builds a kind of loyalty that money can't buy, which in turn leads to lower staff turnover.

MK: So, it has an impact on both performance and the atmosphere at work?

KK: Exactly. And that, in turn, builds a stronger employer brand. We hear from HR departments that being able to offer our programme is a real asset in recruitment, especially among younger people for whom wellbeing is a priority. But just as importantly, perhaps even more so from the perspective of day-to-day HR work, our First-line Psychologist genuinely takes the pressure off them. It's often HR that employees turn to with difficulties that aren't always strictly work-related, but the HR team doesn't always have the tools or the time to support these individuals appropriately. Managers appreciate this too. Instead of struggling with how to respond when they see someone on their team isn't coping, they can say, "Look, we have this support available in the company, the specialists are on hand immediately—perhaps it's worth a try?" This really helps to normalise conversations about mental health and foster a culture where asking for help isn't a stigma, but a sign of self-care. What's more, the First-line Psychologist is just as available to managers and HR staff themselves. They too can reach out for a conversation when they're feeling frustrated, overwhelmed, or unsure of what to do.

MK: To sum up our conversation, if you had to give three key arguments to convince an HR department to implement an EAP with a First-line Psychologist, what would they be?

KK: Firstly, the First-line Psychologist provides immediate access to an experienced specialist who offers genuine support, intervention, and guidance from the very first minute. Employees feel they are receiving tangible help, and the company knows its investment is making a real difference. Secondly, there are measurable business benefits. The programme's impact on absenteeism, engagement, a more positive work environment, and fewer conflicts—these aren't just aspirations, but tangible results that our clients are seeing. Thirdly, it builds an employer brand that genuinely cares for its employees, rather than just paying lip service to the idea. In today's 'war for talent', that's a powerful argument. It sends a clear signal that the company invests in its people, not just in processes and technology. I'd also add that by implementing a programme, the company is fulfilling its ESG objectives and demonstrating social responsibility, which is increasingly important to investors and clients alike.

MK: The First-line Psychologist really seems to be the answer to many of today's workplace challenges. Thank you so much for this conversation and for sharing your insights.

KK: Thank you, too. I'm always glad to have the opportunity to show how it works in practice and the benefits it brings. And for anyone who's interested, I'd invite them to schedule a meeting with Joanna Michalczuk, our Business Partnership Manager.