Productivity

Well-rested staff are more productive.

• are better able to manage workloads
• are more creative
• are more team focused
• are more productive.

Fatigued staff are less productive.

• Sleeping for less than 5 hours a night can inhibit performance to the same extent as being legally drunk.

• A study from Circadian technologies showed that regularly working 60+ hours a week leads to a performance decline of up to 25%.

Safety

Well-rested staff make fewer errors.

• make fewer errors
• take fewer risks.

Fatigued staff are a greater safety risk.

• It has been shown that fatigued people are more likely to take risks (even in the battlefield).

• The Exxon Valdeez, Challenger Space Shuttle, Chernobyl, Three Mile Island and Herald of Free Enterprise (to name a few) catastrophes were all attributable to human fatigue.

Absenteeism

Well-rested staff are less likely to be absent.

• are less susceptible to illness
• have better long-term health
• are less prone to stress.

Fatigued staff are more susceptible to ill health.

• Poor quality sleep has been scientifically documented to increase the risk of obesity, diabetes, and heart disease.

• Fatigue also reduces the body’s immune system meaning staff are more susceptible to common illnesses such as colds and flu.

• Stress and fatigue are common companions.

Presenteeism

Well-rested staff achieve more during the day.

• are more proactive
• rarely report that fatigue interferes with their work
• suffer less from the circadian dip.

Fatigued staff achieve less during the day.

• Fatigued staff are more likely to suffer from lower morale.

• They also suffer more from the natural drowsy spell in the afternoon caused by our circadian rhythm.

• They report that fatigue interferes with their work on a regular basis.

Work life balance

Well-rested staff lead a more balanced life.

• are able to make a full contribution in all aspects of life
• are happier
• are less stressed.

Fatigued staff struggle with responsibilities.

• Fatigued people do not have the energy to make a full contribution to all aspects of their lives – leading to stress and feelings of resentment. They also suffer in their professional relationships and personal relationships.

• Fatigued people become overwhelmed by their conflicting responsibilities.

Engagement

Well-rested staff are more engaged at work.

• A good work life balance translates into better staff engagement.

Fatigued staff are less engaged at work.

• Poor work life balance translates to low staff engagement. In turn this results in lower productivity, and increased absence.

• Working relationships become compromised. Fatigued staff are less co-operative and team-orientated.

Communication

Well-rested staff communicate better.

• Well rested people are better able to express themselves. They have better mental and verbal reasoning.

Fatigued staff suffer from poor communication.

• It is proven that fatigue leads to a reduction in our vocabulary. Our communication becomes disjointed.

The bottom line

Well-rested staff contribute more.

• Make stronger contributions at work

• are less likely to be absent

• are more productive – which has a strong positive effect on the bottom line.

Fatigued staff cost more.

• Fatigued staff are more prone to absenteeism, presenteeism and reduced productivity – all of which have a negative impact on your bottom line.