Pressure Management Service Specification

Taking the individual stress threshold of the client as the core, we refuse to unify the relief plan, strictly abide by the service ethics boundary, and match the intervention means in different levels, and finally realize the core goal of "pressure returning to the controllable range without causing secondary emotional harm".

Last week, when I was stationed in the EAP service of an Internet company, I encountered a typical negative case: the post-1995 girl in the operation department was pulled by the department to participate in the mindfulness meditation group. During the 15-minute meditation time, her mind was full of three activity plans to be launched. After the end, she patted the table and told me that "it was urgent enough to catch up with the plan, and it was even more stressful for me to sit here." This is also a pit that many service providers who have just entered the business are easy to step on: a set of standardized templates goes through the process, regardless of what the other party needs in the current state.

At present, there are actually two mainstream views on the technical path of stress intervention in the industry. There is no absolute right or wrong, but only adaptability: the cognitive behavior school focuses on sorting out the unreasonable cognition behind the stressor, such as the absolute thinking of "I must get full marks in everything before I can pass", which is suitable for the clients with chronic stress lasting for more than 3 months and good cognitive function; However, the school of physical therapy advocates relieving the stress reaction at the physiological level first, such as calming the acute symptoms such as shaking hands and rapid heartbeat through deep breathing and grounding technology, which is more suitable for people who have just experienced acute stress events such as performance interview and project collapse. My own practical experience is that unless the client actively asks for a "stress solution", don't give people reason and stuff tools as soon as they come up. First, hand over a cup of warm water and ask, "Do you want to talk now or stay alone for a while?" It is more useful than anything.

I sorted out the pressure level adaptation boundary commonly used in front-line practical operation for reference:

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When it comes to service boundaries, the most controversial issue in the industry at present is "Do you want to push mandatory staff pressure management". Many HR companies believe that only unified requirements and punch-in assessment can ensure that those employees who are embarrassed to take the initiative to ask for help are covered; However, most front-line service providers oppose this practice-stress itself is highly related to "lack of control". Originally, employees were overwhelmed by KPI and attendance, and now even "whether to relieve stress" has to be forced, but it will become a new source of stress. I used to work in a manufacturing factory in the Pearl River Delta. At first, all workers were required to attend an hour-long stress-relieving class after night shift. The attendance rate was 90%, but the satisfaction was only 21%. Many workers squatted in the back row and brushed their mobile phones, saying, "I wanted to go back to sleep at once after night shift, and I have to sit here for an hour to listen to your sermon." Later, we changed it into a 24-hour decompression room next to the workshop, which contains massage chairs, sound insulation cabins and venting sandbags. We can also stay for 10-60 minutes with pay during working hours, without reporting to the team leader. Although the attendance rate is only 40% per month, the satisfaction rate directly rises to 92%, and many workers feedback that "sometimes the team leader scolds us, so we can go in and play sandbags for 5 minutes, and then we won't quarrel with our colleagues when we come out".

Another red line that can't be touched is privacy. Many Party A who purchase stress management services will attack by innuendo and ask for a "list of high-risk employees", saying that they should "focus on it", and this request should be rejected 100% directly. I met an internet company HR the year before last and asked me to give them the list of employees I consulted recently, saying that it was for reference when optimizing personnel. I terminated the cooperation on the spot-if we turned our heads and sold the information of employees who asked for help, people were just stressed and wanted to talk to someone, but they were optimized when they turned their heads, then what we did was not stress management, but an accomplice. Of course, if you encounter the risk of self-injury or injury to others, you should inform your family members and call the police. This is an exception to confidentiality. You should make it clear to the client in advance, and you can't make empty promises of "I will never tell others".

In fact, after doing this for a long time, you will find that no matter how thick the specification manual is, it is not as useful as the word "empathy". Don't think of yourself as a teacher or an expert, just think of the other person as an ordinary person who can't stand it. If he wants to scold the boss, you can go along with him. If he wants to be quiet, don't talk nonsense. If he is really ill, let him go to see a doctor quickly. Don't engage in those fancy mindfulness, time management and success studies. To put it bluntly, the essence of stress management service is to build a shed for people to take shelter from the rain temporarily. Don't force people to go out for a marathon as soon as the rain stops.