An alarming 93 percent of UK workers are experiencing friction in the workplace – with drawbacks “significantly” affecting performance and productivity.
That’s according to new research from HR services company Dayforce. Their report, Fighting workforce friction to power productivity, explores how different types of organisational friction – relating to staffing, agility, change and technology – are limiting employees from carrying out their core responsibilities.
The survey, conducted by Hanover Research, found that 86 percent of UK respondents had experienced organisational change in the past year, further contributing to workplace complexity and inefficiency.
Steve Holdridge, President and Chief Operating Officer at Dayforce, Inc., said, “Technology disruption and a fluid operating environment are creating friction across organisations, leading to frustrated employees and wasted time and resources. Tackling this complexity crisis requires reducing friction caused by poor communication, mismatched technology and aligning worker skills with defined roles. For leaders, this means creating clear goals, delivering proper skills training and equipping their people with the tools they need to do the work they’re meant to do.”
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The report identifies key areas of friction and offers insight into how UK organisations can address them to improve operational outcomes.
Staffing and scheduling challenges
Staffing friction was identified as a major concern, with 66 percent of UK workers stating that no one is available to cover tasks when a colleague calls in sick. This gap in coverage has implications for team productivity and employee stress levels. Middle managers in the UK noted workforce scheduling (31%) and labour forecasting (27%) as two of their most significant workforce planning issues.
The research suggests that workforce planning tools could help resolve such friction points, offering better flexibility and supporting compliance with labour regulations. Improved visibility and coordination in scheduling could ease pressure on teams and managers alike.
Agility friction is another widespread issue. More than half of UK respondents (53%) said they could contribute more value to their organisation if placed in a different role. However, only 44 percent said their organisation has a structured process for reskilling or upskilling.
This highlights a missed opportunity for organisations to improve internal mobility and employee satisfaction. Creating structured career development pathways, including training and mentoring, can help businesses adapt quickly to shifting operational needs and reduce employee turnover.
Management communication and technology complexity
The findings also show that change friction is affecting efficiency. Half of UK respondents said organisational changes have a negative impact on employee performance. Just 42 percent said their organisation communicates change effectively.
The report suggests that effective communication during transitions is essential. When employees are informed about the purpose and process of change, they are more likely to stay engaged and focused on key objectives. Organisations that invest in internal communication and change management planning may be better positioned to maintain productivity during periods of transformation.
Technology friction was cited as a major concern by UK workers. Seventy-one percent said their organisation uses too many platforms. Additionally, 64 percent said the adoption of new technology often reduces efficiency rather than enhancing it.
Despite the growing emphasis on digital transformation, many employees feel overwhelmed by the proliferation of systems.
Holdridge said the solution lies in aligning goals, skills and tools.
“For leaders, it’s about driving simplicity at scale,” he said. That includes giving employees clarity on their roles, providing development opportunities and using fewer but more effective technology platforms. The goal should be enabling people to focus on impactful work rather than navigating around complexity.”
