Lab managers know the toll long hours, shifting schedules, and high-stakes work can take on their teams. But recent research led by the University of South Florida (USF) suggests that your staff’s work habits may be harming their sleep—possibly for the long haul.
The decade-long study, published in the Journal of Occupational Health Psychology, examined data from more than 1,000 workers. It found that employees in sedentary roles—like those in labs and office-bound science jobs—are 37 percent more likely to develop insomnia-like symptoms. Worse still, those working irregular hours or overnight shifts face a 66 percent higher likelihood of resorting to “catch-up sleep,” a practice that rarely fixes long-term fatigue.
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“This research shows that the way we design work itself poses serious, long-term threats to healthy sleep,” said Claire Smith, lead author and psychologist at USF. “Healthy sleep isn’t just about getting enough hours. It’s about falling asleep easily, staying asleep, and maintaining a consistent schedule—things that too often get disrupted by modern work.”
The study also offers broader context: 80 percent of the modern workforce is sedentary, and the research identified three key sleep health categories among employees—good sleepers, catch-up sleepers, and insomnia-like sleepers. Over 90 percent of participants who reported insomnia-like sleep early in the study still struggled with sleep issues a decade later.
Smith, who presented these findings at the Society for Industrial and Organizational Psychology conference, emphasized that addressing sleep health can help break this cycle. Supported by the National Institute on Aging and conducted with experts from Penn State University, University of Pittsburgh, Arizona State University, and St. Anne’s University (Czech Republic), the study suggests that job design itself plays a crucial role in long-term sleep health.
For lab managers, these findings highlight the importance of rethinking workflows and team culture to protect sleep health.
Strategies to support better sleep health for the scientific workforce
Fortunately, there are practical steps managers can take within the lab to help staff get the rest and sleep they need at home, ultimately strengthening lab performance:
Integrate movement into workflows
Encourage brief movement breaks every hour, such as stretching or walking around the lab. Consider investing in adjustable workstations or ergonomic benches to reduce physical strain and support natural posture changes throughout the day. The Centers for Disease Control and Prevention (CDC) also recommends creating work environments that encourage physical activity, such as standing or walking meetings, redesigned workspaces that limit prolonged sitting, and policies that support active breaks during long shifts.
Optimize shift schedules
When possible, limit overnight and extended-hour work to critical needs. Rotate staff equitably and allow input on preferred shifts to align with personal sleep-wake rhythms. The Occupational Safety and Health Administration (OSHA) recommends providing predictable schedules, rotating shifts to reduce night work, and educating staff on the risks of long shifts and the importance of rest.
Encourage boundary setting
Studies have found that after-hours work communication, such as emails and messages, can lead to increased stress, emotional exhaustion, and negative behaviors in the workplace. Lab managers are encouraged to implement policies that limit after-hours communication and support employees in setting boundaries to protect their mental health and work-life balance.
Monitor and promote sleep health
Workplace interventions like sleep education, fatigue management, and environmental adjustments can improve sleep duration and quality, according to a review in the Journal of Clinical Sleep Medicine. These strategies help reduce sleepiness and support overall well-being.
Connect sleep health to lab performance
Better sleep translates directly to better data. Sleep deprivation can reduce focus, accuracy, and decision-making, leading to burnout—all factors that directly impact lab safety and research quality. By prioritizing sleep health, lab managers can help their teams avoid costly mistakes and ensure everyone brings their best to the bench.
Smith believes this research is a call to action: “Organizations need to recognize the sleep risks built into their work models. By adjusting workplace policies and supporting staff, managers can help prevent sleep issues from becoming chronic.”
As labs navigate evolving demands—whether scaling up for new research or balancing hybrid and remote models—lab managers have an opportunity to lead by example. By prioritizing sleep health, they can foster not just better-rested staff but also more resilient, engaged teams.
