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[EAP Implementation Case] Logistics Center Shift Work Stress Support
2026.05.29 09:59
HR managers reviewing EAP implementation cases must consider fatigue, sleep issues, and managerial burden in shift work organizations. During the 10 weeks it took for awareness to rise from 18% to 63%, what changed was not the counseling system, but the method of guidance.
We sent out a notice, but no one on the ground knows.
This is what HR hears most often when EAP implementation fails to work in shift work organizations. Even when announcements are sent via email, night shift workers do not check them, and time passes while they cannot find a way to schedule a consultation.
Company C's HR started from this problem. Instead of asking, "How can we explain it better?", they first asked, "Is it designed in a way that shift workers can actually access?"
Background of Introduction: A logistics center with 600 employees where night and shift work is the norm
Company C is a distribution company operating a large logistics center in the metropolitan area. During the peak season, night and weekend work increased, and on-site managers had to simultaneously manage absenteeism, tardiness, internal team conflicts, and concerns about safety accidents.
HR determined that it was difficult to identify the actual difficulties faced by shift workers with existing welfare systems alone. In particular, the problem was that logistics center employees had lower access to internal announcements than office workers, and due to differing working hours, it was structurally difficult to schedule consultations even if they were aware of the service.
4-Step Operation Method That Increased Awareness by More Than Three Times
Step 1 — Ensuring accessibility through mobile-centric guidance
We created a simple information page that can be checked directly on mobile devices instead of internal email. We simplified the reservation process to within two clicks and simultaneously distributed the information to on-site bulletin boards and administrator shared materials.
Phase 2 — Securing remote consultation hours available to night shift workers
Consultation scheduling based on daytime business hours is a system that is virtually unusable for night shift workers. We have expanded the available time slots for non-face-to-face consultations to create a structure that allows night and shift workers to actually make reservations.
Step 3 — Provide "Fatigue Signals + Connecting Sentences" to the Manager
Managers do not need to be their team members' counselors. However, they must know how to guide them to the EAP channel when signs of fatigue are detected. HR has provided managers with short connecting phrases that can be used in various situations.
Step 4 — Distribution of sleep and stress content before and after peak season
We distributed short content around the peak season addressing the sleep problems, fatigue, family conflicts, and decreased concentration actually experienced by shift workers. The goal was to shift the perception of EAP from being a channel used only during crises to one of everyday support.
HR analyzed usage trends based on anonymity and aggregation criteria, rather than individual consultation content, and reflected this in the operational plan for the next peak season.
Figures changed after 10 weeks
| characteristic | Before introduction | 10 weeks after introduction |
|---|---|---|
| EAP awareness | 18% | 63% |
| Non-face-to-face consultation usage rate | Unmeasured | 71% of total consultations |
| Utilization rate of administrator guide materials | 0% | 58% |
| Proportion of sleep and fatigue-related consultations | Unmeasured | 32% of total consultations |
| User satisfaction | Unmeasured | 4.3 / 5.0 |
Non-face-to-face consultations accounted for 71% of total consultations. This figure demonstrates how directly non-face-to-face accessibility affects usage rates in shift work organizations.
The biggest change according to HR managers
For shift work organizations, even if a counseling system is introduced, it is difficult to use if the timing does not align. By operating non-face-to-face counseling along with manager guidance, field personnel accepted the system as a more realistic support channel.
It is not just a problem of distribution and logistics.
Organizations with shift work, such as hospitals, manufacturing, security, and call centers, require different EAP notification methods starting from the outset. Relying solely on email notifications designed for general office workers may result in poor accessibility.
There are two key factors to increasing utilization rates in shift work organizations: simplifying the reservation process and equipping managers with wording that allows them to guide consultations as guidance rather than coercion.
Things to check first before applying to our organization
- Did you check the available consultation times for shift workers?
- Have you prepared mobile-centric guides and a simplified reservation path?
- Did you provide the manager with fatigue signal response sentences?
- Have you prepared content related to sleep, fatigue, and family conflict?
- Have you checked the scope of the usage status report based on anonymous and aggregate criteria?
Case Summary
| item | detail |
|---|---|
| industry | Distribution and Logistics |
| Organizational size | Logistics center with approximately 600 employees |
| Problem situation | Night and shift work fatigue, sleep problems, and managerial burden |
| Operating method | Mobile guide, non-face-to-face consultation, administrator connection sentence, sleep and stress content |
| Performance indicators | Awareness 18%→63%, non-face-to-face consultation 71%, manager utilization rate 58% |
If it is an organization in a similar environment
EAP operations for shift work organizations must be designed differently from those for general office workers. To ensure actual utilization, you must prepare everything together, including available counseling hours, mobile guidance, messages to connect you to a manager, and content related to sleep and fatigue.
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This content is a case study reconstructed based on an actual operating environment to aid understanding and is intended for general informational purposes only. Performance figures are examples, and actual results may vary depending on the organizational environment.
#EAPImplementationCase #LogisticsCenter #ShiftWork #NightWork #JobStress #EmployeeCounseling #CorporateCounseling
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- 03CommentsWe also have a lot of short-term contract workers during peak season, so I get confused every time I have to handle the training for rehired employees. I'm also curious how other places handle cases where contracts are renewed immediately without any gaps.132226.10.21
- 01coach AnswerHello, this is Nudge EAP ☺️ You should group tasks based on whether the actual work type and conditions are the same, rather than the process name. Tasks can be considered the same if the worker posture, number of repetitions and time, handling weight and frequency, movement, and equipment and tools are similar. Therefore, even within the same assembly process, it is better to separate "seated assembly" and "standing assembly while moving materials" into separate tasks. First, list the detailed tasks within the process and compare them using the criteria above; separating only the tasks with significant differences makes organization easier, even with a large workforce. If there are multiple tasks under the same conditions, you can select a representative sample that includes the worker with the highest workload. The KOSHA guide suggests using at least two tasks with high work intensity as a sample when there are 10 or fewer identical tasks. Shifts can be grouped together if the equipment, workload, speed, and personnel are the same, but if the conditions differ, please separate them by shift. For rotation workers, you can make a judgment by recording all detailed tasks performed during the day, along with the time and frequency of each. For the final classification, confirm the opinions of on-site workers, and if you record the basis for the grouping on the survey form, it will be easier to explain during inspections.753326.09.18
- 02CommentsThe distinction between receiving a report and reaching a conclusion is important. Global HR teams should secure immediate protection and confidentiality before trying to decide whether the conduct legally qualifies as harassment.734426.09.02
- 03coach AnswerHello, this is Nudge EAP.☺️ The simplest method is for employees to simply receive guidance and apply directly, as the company does not transfer personal information. If you want a health manager to forward a name and contact information to an EAP agency for contact, it is safer to explain the receiving agency, purpose, items, retention period, and the right to refuse consent, and to obtain clear consent from the individual. Since checkup results and symptoms are sensitive health information, do not consider them included in the existing health checkup consent; instead, please write down only the content to be conveyed and obtain separate consent. In practice, it is common to separate the options into ① consent for forwarding name and contact information and ② consent for forwarding checkup results and symptoms, ensuring that there is no disadvantage in using the EAP even if the second option is not agreed to. The burden of repeating explanations can be reduced by providing the option for employees to send a summary of their consultation request, written directly by the employee, to the agency. However, since the wording and procedures may vary depending on whether the contract with the EAP agency involves the outsourcing of personal information processing or the provision of information to a third party, please review the contract details with your in-house personal information manager before implementation. It is a good idea to define the scope of responses in advance to the company to prevent unnecessary feedback regarding consultation requests or their content.708926.09.21
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