How can you keep your employees energized, focused and productive? Try a 20-minute power nap in a designated room. The nap room concept is not new and is gaining traction in many corporate and small business settings. According to sleep.org, "29 percent of workers report falling asleep or becoming very sleepy at work, and a lack of sleep costs the United States $63 billion each year in lost productivity."
A corporate culture shift is happening right before our eyes, and early adopter companies are leading the way. Snoozing is no longer considered losing but gaining. While at CES 2018, I was able to experience the firsthand benefits of two hours of deep, restorative sleep in only 20 minutes -- enhanced balance and attentiveness -- with NuCalm. Their booth was a major attractor for conference attendees seeking a break from over stimulation.
Nap room suppliers, such as Nu Calm, Metro Naps and Sleep Number, prove that Arianna Huffington was right to champion sleep and rest for leaders and employees. I asked Nu Calm COO Christopher Gross five questions to help leaders implement nap rooms. Read on for his answers and my insights from our discussion.
1. What are some things leadership should consider before adopting nap rooms?
"Nap rooms are critical for employees in management and top sales roles, as sleeping is no longer taboo. Leadership should consider space, executive champions, and support." Gross also identified the following key questions leadership teams should ask regarding adoption:
• Do you have a quiet, safe, comfortable place for people to relax, take a nap or use sleep technology?
• Do you have a culture that understands how valuable sleep is?
• Does the executive team lead by example?
• Does the executive team believe in the power nap concept?
It's important for senior leadership to communicate the purpose, proposed benefits and safety factors while encouraging employee engagement in the adoption process. Trendsetting campaigns, such as nap room adoption, succeed with champions and permission for employee trial. It may be helpful for senior leaders to model the practice they want to see and to identify acceptable circumstances for use. This practice may alleviate pressure from middle management who feel inclined to unnecessarily monitor employees attempting to partake in a company benefit.
2. How do you assist with change management for organizational culture?
"Changing behaviors is not impossible, but it takes a lot of education and conditioning. The effect is a feeling of calm, clarity and confidence. Employees will certainly benefit from this mindset," said Gross.
Although change is constant, nap rooms can be a fairly difficult concept to introduce and manage in an organization. Consider the impact millennials have added to the workplace with varying ideals and support for a relaxed dress code and interactive work environment. Sleeping on the job can be a difficult sell for organizations that have not yet diversified their workplaces to adequately represent the five generations in the workplace. In addition, negative perceptions regarding productivity are a significant hurdle to overcome, especially when results can be considered subjective. If organizations prioritize employee wellbeing, it can be an investment that pays off with loyalty and increased profits.
3. Is there an ROI for the organization, leaders and employees?
Gross said: "The ROI is based on increased productivity, better performance, better relationships, key employee retention and top talent acquisition. These are difficult to isolate to a nap room, but combined, they definitely help to improve a company's bottom line."
I see a value-added proposition for employees who encounter significant commutes with heavy traffic, new parents trying to balance a lack of sleep with work responsibilities, employees who frequently travel in varying time zones and employees who are overcoming health challenges and/or take medications that induce drowsiness. The reality is that life impacts work and -- vice versa.
4. Which region(s) do you suspect will be early adopters of nap rooms? Why?
"Both coasts will likely be early adopters," Gross noted. "East coast, simply based on the economic consequences of the pace of life. West coast, based on their general philosophy of investing in employees."
It will be interesting to review studies in five years comparing employee health on both coasts. Currently, 55% of employers have a focus on ergonomics with standing or treadmill desks and spend approximately $742 per employee each year of wellness incentives. We have yet to see how much of the allotted funds will be targeted towards employee rest and rejuvenation efforts.
5. How will this impact corporate and small business culture in the future?
"Many corporate models that are proven to work often get adopted by small businesses who need every edge/advantage to survive and grow. There is also a great opportunity for the executives who leave big corporations to lead small businesses. They bring work culture concepts with them and make them work in their new environment," Gross responded.
Although leaders may be met with criticism upon implementation, the benefits far outweigh the associated risks. If there were ever a time for leaders to take a controversial stand on behalf of employees, now would be the time. Even though we are in a technological age, human beings still make businesses run and may perform better when their personal needs are met. Employees represent the core values, serve as the face of the company brand and have influence related to retention statistics and recruitment messages. It behooves leaders to ensure employees represent their best selves and feel their best.
Although time will tell what it will take to adapt culture most efficiently, organizations create a win-win scenario with decreased sick days, decreased insurance claims, increased office morale and increased work productivity resulting from just a short period of deep resting experience on the job.
