93 percent (or more) of UK workers experience friction at work, with the drawbacks “significantly affecting” performance and productivity.
According to a new study by HR services provider Dayforce, this is the case. Fighting workplace friction to power productivity is the report of Dayforce. It explores different types organisational friction, such as staffing, technology, change, and agility.
Hanover Research conducted a survey that found 86 percent (or 66 million) of UK respondents experienced organisational changes in the last year. This further contributed to workplace inefficiency and complexity.
Steve Holdridge, the President and Chief Operation Officer of Dayforce, Inc., stated, “Technology disruptions and a fluid working environment create friction within organisations, leading employees to become frustrated and waste time and resources. To tackle this crisis of complexity, it is necessary to reduce friction due to poor communication and mismatched technology. It is also important that worker skills are aligned with roles. This means that leaders must set clear goals, provide proper training, and give their employees the tools to perform the tasks they are supposed to.
The report identifies the key areas of friction in UK organizations and provides insight on how they can improve operational outcomes.
Staffing and scheduling issues
The UK workforce identified staffing friction as a key concern. 66 percent said that there was no one available to cover tasks if a coworker called in sick. This coverage gap has an impact on team productivity and employee levels of stress. Middle managers in the UK cited workforce scheduling (31%) and labour forecasting (27%), as their two most important workforce planning issues.
Research suggests that workforce management tools can help to resolve these friction points by offering greater flexibility and ensuring compliance with labour laws. The improved visibility and coordination of scheduling could reduce pressure on managers and teams.
Another widespread problem is agility friction. Over half (53%) of UK respondents said that they would be able to add more value to the organisation if given a new role. Only 44 percent of respondents said that their organization has a formalized process for upskilling and reskilling.
This is a missed chance for organizations to improve employee satisfaction and internal mobility. Create structured career paths, which include training and mentoring. This can help companies adapt quickly to changing operational needs and reduce turnover.
Communication and technology complexity in management
These findings show that friction caused by change is also affecting productivity. The UK respondents reported that half of them believed organisational changes had a negative effect on employee performance. Only 42 percent of respondents said that their organization effectively communicates changes.
According to the report, effective communication is crucial during transitions. Employees who are well informed about the process and purpose of change are more likely stay focused and engaged on their key objectives. Organisations who invest in internal communications and change management plans may be better placed to maintain productivity during times of transformation.
UK workers cited technology friction as their biggest concern. Seventy one percent of respondents said that their organization uses too many platforms. In addition, 64 percent of respondents said that the adoption and use of new technologies often decreases rather than increases efficiency.
Many employees are overwhelmed by the number of systems, despite the increasing emphasis on digital transformation.
Holdridge says the solution is to align goals, skills and tool.
He said that leaders should focus on achieving simplicity at scale. This includes providing employees with clarity about their roles, offering development opportunities, and using fewer yet more effective technology platforms. “The goal should be to enable people to focus on meaningful work instead of navigating complexity.”
