Sleep is a performance issue, not a perk

Wellbeing programmes often focus on fitness challenges and mindfulness apps, while one of the most powerful determinants of performance receives little attention: sleep. Laboratory and field research consistently show that insufficient sleep degrades attention, working memory, emotional regulation and decision quality. For organisations, this is not only a health issue but a direct operational one.

Studies by Barnes and colleagues found that sleep-deprived employees were more likely to engage in unethical behaviour, partly because self-control resources were depleted. Research on leaders showed that poorly rested managers were more likely to behave abusively toward subordinates the following day, and that their teams became less engaged. Large economic analyses by RAND estimated that insufficient sleep costs several advanced economies a substantial share of GDP through lost productivity and higher mortality risk.

Work design is a major driver. Long hours, unpredictable shift patterns, late meetings across time zones and an expectation of constant availability through messaging all erode sleep opportunity. Research on after-hours email suggests that even the anticipation of having to respond can raise strain and interfere with recovery, regardless of how much time is actually spent on messages.

HR can address the structural causes rather than placing the burden entirely on individuals. Useful measures include rules for minimum rest between shifts, predictable rosters published well in advance, meeting-free windows that respect time zones, and clear norms about when responses are expected. Leaders should model these norms, because employees take cues from what managers do, not what policies say.

Education still has a role. Brief, evidence-based guidance on sleep regularity, light exposure and caffeine timing can help people make better choices, particularly for shift workers. Evaluate changes by tracking fatigue-related incidents, sick leave and pulse questions about recovery. Treating rest as a resource that work design either protects or consumes is one of the most cost-effective wellbeing investments available.