A descriptive cross-sectional study design was used while utilizing qualitative methods was adopted in this study in order to explore the extent to which Human Resource Officers in Malawi are equipped to handle psycho-social problems in the workplace. This approach allows for in-depth exploration of attitudes and practices ([17]; [43]).

The target population were HR officers working in public, private, and non-governmental organizations in Malawi and were purposively sampled in order to select HR officers from diverse sectors to ensure representation ([11]; [37]). 29 HR officers participated in this study. We sent structured questionnaires to HR officers and they responded in their natural settings across the country. The recruitment of study participants utilized a snowball sampling approach where the initial participant (HR officer) at a nongovernmental organization was asked to refer other HR professionals in their network who meet the study criteria to respond to the study questionnaire. Eligibility to participate in this study was restricted to individuals aged above 18 years and with a minimum of two years’ professional experience as HR officers.

Data was collected using self-report questionnaires in order to explore HR officers’ skills, perceptions, and experiences about mental health challenges at workplace ([1]; [2]; [27]).

Thematic data analysis was done by identifying recurring themes related to skills on how to handle psycho-social problems in the workplace, perceptions, and training needs ([12]). Opened ended questionnaires and quotations were used in this study. In addition, the questionnaire was piloted among five participants in order ensure data quality, feasibility and clarity before starting the whole study. The process of thematic data analysis included the following steps; identification, analysis, and reporting of themes/patterns within data ([9]; [10]). The process involved familiarization with the data, coding, developing and refining themes, and then writing the study findings.

Informed consent was obtained from all participants at all times, confidentiality and anonymity were maintained. In addition, this study has managed to explore the extent to which HR Officers in Malawi equipped to handle psycho-social problems in the workplace. However, given that this study was purely qualitative, with a few participants purposively sampled. Therefore, the study findings cannot be generalized to all HR officers in Malawi.

This study has observed that HR officers in Malawi possess some basic counselling skills as majority of participants said that they have basic counselling skills. However, other participants lack the basic counselling skills. Similar studies have also observed that some HR officers have counselling skills such as empathy, genuineness, guidance and to some extent efficacy while others lack these skills ([8]; [38]; [42]). For example, Participant 1; ‘Yes!As an HR Officer, I am equipped with foundation counselling skills used to support employee well-being, though this is distinct from clinical therapy. These skills are essential for managing sensitive employees’ issues regarding motivation, performance, and personal crisis. Participant 2; ‘I believe that I have got the skills in counseling as our profession deals with people of different backgrounds which requires us to provide guidance and counseling whenever an employee takes uncalled for direction before subjecting an employee to stiff disciplinary action’.Participant 3; ‘Yes, I possess basic counseling skills acquired through professional development programs, enabling me to provide initial support to employees facing psycho-social challenges. However, I recognize the need for advanced training to effectively address complexissues’. Participant 4; ‘Absolutely, HR folks often wear a counseling hat. I’m trained in active listening, conflict resolution, and providing guidance on workplace wellbeing’. Participant 5; ‘Yes, as an HR Manager I possess basic counseling skills that enable me to listen actively, provide guidance, and support employees facing personal or work-related challenges. These skills help in creating a supportive work environment and in referring employees to professional services when necessary’. However, Other participants said that they do not have the counselling skills. Like participant 6 said ‘I don't have skills for counseling but I try to do it when someone needs it’

The study found that majority of HR officers have ability to identify psycho-social problems among employees. Also, similar studies indicate that employees experience psychosocial problems like low disengagement, psychological distress, low alienation, moderate esprit, moderate intimacy, low psycho-physical hindrance, stress, burnout, moderate controls, moderate production emphasis and moderate humanized thrust ([4]; [6]; [18]; [22]; [36]). However, limited studies indicate that HR officers are able to identify psycho-social problems in Malawi. For example, Participant 1; ‘Yes and it is only possible but increasingly a legal and operational necessity to identify psycho-social hazards. These hazards often stem from how work is designed, managed, and social environment in whichitoccurs’.Participant 2; ‘Yes, I can easily identify it with those whom I know and I have stayed with for long time’.Participant 3; ‘yes, through regular interactions, performance monitoring, and employee feedback, I can identify signs of psycho-social problems such as stress, anxiety, and burnout’. Participant 4; ‘Yes, as some of the psycho-social problems are easily noticed if the HR officer pays attention to the employees, forexample; observe behavioral performance changes; which signs are declining work performance, increased absenteeism withdrawal from colleagues, isolation etc. If the HR officer can have a chat with such employee, something bigger willbe discovered’. Participant 5; ‘Yes. I am able to identify psycho-social problems among employees through observable indicators like changes in behavior, low productivity, absenteeism, emotional distress, interpersonal conflicts, frequent disciplinary issuesetc’. Participant 6; ‘Exactly. In HR we’re trained to spot the signs—changes in performance, mood, attendance, or withdrawal. By keeping an eye on those patterns and staying approachable, we can flag potential psychosocial issues early and connect employees to the right support, whether that’s mentalhealth resources, or a confidential conversation’. Participant 7; ‘Yes as an HR officer, I’m able to identify some psychological problems among employees by observing behavior and workplace interactions. Although I do not know much about mental health, I have recognized some common signs of distress’. However, Participant 8 said ‘I do not know how to identify psychosocialproblems’.

Studies reveal that employees experience psychosocial problems like stress at workplace ([5]; [26]; [34]). This study observed that majority of HR officers are able to identify psycho-social problems among employees and have the skills to manage them. A similar study also observed that HR officers are able to identify psychosocial problems like stress among employees at workplace ([31]). However, limited studies have been done in order to assess HR officers’ competency in handling employees’ psycho-social challenges. The following are the participants’ responses.

Participant 1; ‘Yes! I believe I possess the necessary competencies to identify, manage and mitigate psycho-social challenges among employees. For instance, In the modern workplace, HR must move beyond traditional administrative duties to proactively manage their risks, as they are now recognized as essential safety and productivity factors. From the interactions I have with workers, I am able to know that someone is troubled psychologically’.

Participant 2; ‘Yes, I have got the ability and competencies to work on psycho-social challenges if I am being fully supported. For instance, most employees never pull up their socks due to lack of motivation or employee motivation which affects their work-life balance hence having more psycho-social challenges’.

Participant 3; ‘Yes, I can handle employees with issues like issues of stress but considering that some of the psychosocial problems are sensitive in nature, I need professional training on how best to handle suchissues’.

Participant 4; ‘Yes. I possess some basic competencies for handling psychosocial challenges. These include managing work related stress and burnout, Team dynamics, anxiety, Peer pressure, just to mention a few. My role mainly involves providing initial support, guidance, and referral to professional mental health professionals when the situation persists’.

Participant 5; ‘Yes, as an HR Officer, I possess relevant competencies to handle psychosocial challenges among employees. These competencies include basic counseling skills, active listening, empathy, confidentiality management, conflict resolution, and the ability to identify early warning signs of psychosocial distress. Through training, experience, and collaboration with management and external professionals, I am able to provide initial support and make appropriate referrals when specialized intervention is required’.

Participant 6; ‘Yes, I believe I possess competencies to handle common psycho-social challenges such as work-related stress, burnout, interpersonal conflicts, grief and loss, family-related pressures, substance abuse concerns, and adjustment difficulties.I also understand the importance of confidentiality and appropriate referrals. However, participant 8; ‘No, I do not much on how to manage psycho-social problems.