Shift workers are not a hard-to-reach workforce – employers just need to meet them where they are

This article is slightly longer than our usual features because our recent Make a Difference Leaders roundtable generated so many practical insights that we felt they were worth sharing in full.

Shift workers keep our hospitals running, stock our supermarket shelves, manufacture essential products and ensure goods arrive at our doorsteps.

Yet despite their importance, many continue to feel overlooked when it comes to workplace culture, employee health and wellbeing.

That was one of the strongest themes to emerge from a recent virtual roundtable discussion hosted by the Make a Difference Media and Events. The conversation brought together leaders from sectors including healthcare, logistics and manufacturing, alongside shift worker wellbeing specialist Ben Lumley from Night Club.

While the challenges facing shift workers varied across sectors, participants repeatedly returned to one central theme: support often exists, but it is not always designed with the realities of shift work in mind.

The “forgotten shift” problem remains alive and well

Several participants described a persistent sense among night workers that they are the “forgotten shift”.

Communications are often shared during daytime hours. Support functions typically operate on a 9-to-5 basis. Recognition frequently happens in meetings that shift workers never attend.

One leader explained that night workers often have to wait until the next day for answers that their daytime colleagues can obtain immediately.

Another highlighted how rotating shift patterns can unintentionally create a “them and us” culture, limiting opportunities for different groups of employees to interact and build relationships.

The result is not necessarily deliberate exclusion, but it can feel like exclusion nonetheless.

Training is another challenge. Participants noted that employers (partly due to supplier limitations) sometimes schedule learning opportunities during the day and expect night workers to attend after completing a shift. While well intentioned, this often proves unrealistic and can inadvertently reinforce feelings of exclusion.

Why supporting shift workers is about more than wellbeing

The discussion highlighted a compelling business case for taking shift worker health seriously.

One participant reported that, within their organisation, night workers experience absence episodes that are seven to eight days longer on average than those of daytime colleagues.

Others pointed to evidence showing accident rates can be significantly higher during night shifts due to fatigue.

In healthcare settings, the challenge can be even more complex. Staff may face difficult or dangerous situations at night while having reduced access to administrative, clinical or managerial support. Participants discussed the additional safety concerns that can arise in mental health settings where colleagues may be working with vulnerable patients while operating with fewer support resources than during daytime hours.

Taken together, these factors make shift worker wellbeing as much a safety, productivity and retention issue as a wellbeing one.

Taking a biopsychosocial approach to shift worker wellbeing

One of the most valuable themes to emerge from the discussion was the need to look beyond sleep and fatigue alone.

Participants repeatedly stressed that supporting shift workers effectively requires a biopsychosocial approach that considers not only physical and mental health, but also the wider realities of employees’ lives.

Many shift workers are juggling caring responsibilities for children, elderly parents or other dependants. Others may be working nights for financial reasons or because shift patterns provide greater flexibility around family commitments.

These wider pressures can amplify the challenges associated with shift work and should be considered when designing support strategies and when health and wellbeing challenges arise.

Importantly, participants also highlighted that not all shift workers experience night work in the same way.

In some cases, employees actively choose night shifts because they suit their lifestyle, childcare arrangements or financial goals. In others they may be compelled to take a role with rotating shifts (e.g. in healthcare).

The degree of choice and autonomy employees have can significantly influence how they experience shift work and what support they may need.

Stop assuming. Start listening.

One of the most practical lessons shared during the discussion was the importance of understanding the specific needs of your workforce rather than relying on assumptions.

Several organisations are using annual health reviews, occupational health assessments and workforce data to identify patterns and emerging risks.

One manufacturing employer described how employees complete wellbeing assessments through health kiosks, allowing the organisation to identify issues affecting different employee groups and tailor interventions accordingly.

Routine occupational health reviews of night workers were also highlighted as a useful way of identifying emerging health concerns and providing reasonable adjustments before problems escalate.

This data-driven approach helps employers move beyond generic wellbeing programmes and focus resources where they can make the greatest difference.

Visibility matters more than many leaders realise

Participants repeatedly returned to the importance of leadership visibility.

Examples included:

• Senior leaders conducting night shift roadshows.
• HR teams spending time with different shift communities.
• Managers regularly walking the floor during overnight operations.
• Dedicated senior operational leaders working permanent night shifts.
• Experienced colleagues providing informal support and guidance to newer team members.

These actions may appear simple, but participants agreed they can have a profound impact on engagement.

Employees are more likely to raise concerns, share ideas and feel valued when they regularly see leaders investing time in understanding their experiences.

Several attendees also highlighted the value of group supervision and reflective conversations, particularly in healthcare environments, where employees can share experiences, learn from one another and access peer support.

Small changes can have a big impact

One of the most encouraging themes to emerge from the discussion was that meaningful improvements do not always require significant investment.

Ben Lumley highlighted several practical opportunities that organisations often overlook.

Food provision was one example. While daytime employees may have access to healthy meal options, night workers are often left with vending machines and limited choices.

Recognition was another.

Participants agreed that organisations should make a conscious effort to celebrate the achievements of night teams during daytime meetings, internal communications and organisational updates, not simply within night shift circles. Doing so sends a powerful signal that all contributions are equally valued.

Creating a culture where fatigue can be discussed openly

Fatigue emerged as one of the most important themes of the discussion.

Participants agreed that many workplaces still treat tiredness as an individual issue rather than an organisational one.

Ben Lumley argued that organisations should create environments where employees feel able to discuss fatigue without fear of being judged or penalised.

The goal is not for line managers to solve every sleep-related challenge. Rather, they should be equipped to have supportive conversations, identify concerns and signpost colleagues towards appropriate support.

The discussion also touched on practical interventions, including rest facilities, safe commuting considerations and education around managing light exposure before and after shifts.

Several organisations are already experimenting with quiet recovery spaces, and varying lighting intensity between the shop floor and break areas.

Ben highlighted that individual employees can use light to manage their alertness – getting exposure to bright light before their shift to help them feel more energised and avoiding this when winding down for bed (e.g. by wearing sunglasses, though not if driving).

You don’t need to create new champions if you already have them

One particularly useful insight challenged the assumption that stepping up support of shift workers requires a new network of employee wellbeing ambassadors.

Several organisations already have mental health first aiders, wellbeing champions or similar peer-support structures operating across shifts.

Rather than creating a separate group of “night shift champions”, Ben suggested employers could focus on upskilling existing champions to better understand how to help colleagues manage the specific challenges associated with shift work.

This approach reduces complexity while increasing the relevance of support already in place.

Work with shift workers, not against them

Another powerful takeaway centred on employee involvement.

Too often, organisations design interventions for shift workers rather than with them.

Participants discussed the importance of identifying respected individuals who have successfully navigated shift work for many years and involving them in shaping solutions.

These colleagues often have valuable practical knowledge and credibility among their peers.

As Ben observed, employers are far more likely to overcome scepticism if they work alongside these informal experts rather than attempting to impose change from above.

The discussion also highlighted the value of embedding listening exercises within training workshops and development activities, enabling organisations to gather meaningful feedback while simultaneously providing value to employees.

What employers should do next

As the discussion drew to a close, participants agreed that there is no universal blueprint for supporting shift workers.

However, several actions emerged as common priorities:

• Increase leadership visibility on nights and weekends.
• Use workforce data to understand specific health needs.
• Ensure recognition reaches night workers as well as daytime teams.
• Create opportunities to discuss fatigue openly and without stigma.
• Adapt existing wellbeing champions and peer-support networks.
• Involve experienced shift workers in designing solutions.
• Make training and development accessible across all shift patterns .
• Consider physical, mental and social wellbeing together.
• Pilot new approaches and remain agile.

Perhaps most importantly, attendees agreed that supporting shift workers starts with a simple shift in mindset.

Organisations should stop expecting shift workers to adapt to health and wellbeing programmes and start adapting these programmes to shift workers.

The employers making the greatest progress are those that design support around the realities of the working day – or night – rather than around organisational convenience.

Night workers are not difficult to engage.

They simply experience work differently.

Perhaps most importantly, attendees agreed that supporting shift workers starts with a simple shift in mindset.

Organisations should stop expecting shift workers to adapt to health and wellbeing programmes and start adapting these programmes to shift workers.

The employers making the greatest progress are those that design support around the realities of the working day – or night – rather than around organisational convenience.

Night workers are not difficult to engage.

They simply experience work differently.