Portfolio careers have become very popular over the past few years. At the height of the war for talent this was about what psychologists call ‘self actualisation’ - or in more common parlance, being all you can be. However, the idea was created in the last recession to create flexibility in a workforce more used to a job for life. This flexibility has recently been cited as a reason the UK employment market has been more resilient than expected this time round.

I am someone who has had a portfolio career. Before Deloitte I used to practice as an occupational (business) psychologist. In fact I still keep in touch with my old specialism and from time to time get the opportunity to think about and comment on the profession as an outsider looking in.

Occupational psychology has always struck me as having a branding problem. All psychologists have to endure jokes at parties such as “how many psychologists does it take to change a light bulb?”. For the occupational psychologist there is the additional problem of being confused with colleagues who work in the NHS. The theories, tools and techniques of occupational psychology have been adopted by most management courses and MBAs. Thus in the popular mind the identity of occupational psychology has somehow been lost between therapeutic practice and general management consultancy.

Partnering with or employing psychologists can help move recruitment organisations up the value chain from sourcing to process design and consultancy

Psychologists have been technicians, focused on the discipline as a science, whereas others have got out into the market and sold products and services based on psychological ideas. This is a gross generalisation of the type any self respecting scientist would reject. There are also many commercially talented psychologists who run successful small businesses. However, for me, there is a grain of truth here that helps explain why psychology has less of a profile than other professions. professionals be concerned that occupational psychologists are hiding their light under a bushel? There are a number of exceptionally good reasons why people should be asking for Chartered occupational psychologists by name:

1. There’s value in research
In the past I’ve been critical of psychologists for spending too much time fussing with the details of psychometric tests rather than talking to business people about talent. In my opinion, we’ve had our heads under the bonnet tinkering with spark plugs, while most business leaders are interesting in talking about where to drive the car. However, this research and technical development is hugely valuable when it comes to the practical application of ideas.

For example, you might be surprised to learn that it is not that difficult to design and publish a test that looks great and sounds credible. In fact, you needn’t be a psychologist to do this. I quite often speak with people selling great looking tests that are going to revolutionise recruitment and development. They rarely do what they claim. Tests published by Chartered psychologists will be developed to recognised standards; they will be prudent in their claims; and they will be accompanied by advice on usage that will minimise risk and maximise performance.

2. Moving up the value chain
Many occupational psychologists also have a much wider skill set covering a range of talent issues such as coaching and development, team building, organisation design and performance management. These skills can also be used to leverage relationships and create value for recruitment businesses who want to get into the provision of wider talent management services. Partnering with or employing psychologists can help move recruitment organisations up the value chain from sourcing to process design and consultancy.

3. Professional standards
Perhaps the most important reason of all in asking for occupational psychologists by name is the standard of professional training and excellence that lies behind the title. Many psychologists grumble about how difficult it is to become Chartered (ie professionally qualified). However, the British Psychological Society (BPS) has undoubtedly advanced the cause of the profession by regulating the training, qualifications and professional experience required to become a Chartered psychologist. In addition to the academic training required, professional qualification includes a rigorously assessed period of professional practice. So when you speak to a ‘Chartered’ occupational psychologist you can be sure that you are speaking to a suitably qualified person.

At this year’s BPS occupational psychology conference, I encouraged my colleagues to be braver and more confident in the skills they possess. As a profession I think we’ve probably been just a little too academic and perhaps haven’t pushed ourselves forward as much as we might have done. However, if you are looking to add value to your clients in terms of assessment and selection, talent management or change you could do a lot worse than talking to a Chartered occupational psychologist. There might not be a couch in sight.

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