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Forbes
a day ago
- Business
- Forbes
The Hidden Leadership Threat Draining Workplace Productivity
Leadership has an invisible tax many overlook. If speed is a premium currency in modern business, friction is the hidden tax. It doesn't appear on your balance sheet or get highlighted on the org chart. Yet, it compounds daily through missed deadlines, disengaged employees, decision bottlenecks, various leadership issues, and a tech stack that overwhelms more than it empowers. Recent research from Dayforce, based on a survey of 6,178 workers and leaders across six countries, reveals the pervasiveness of workplace friction. Eighty-eight percent of respondents experienced at least one primary source of friction. And 78% said completing tasks takes too long due to overly complex and unnecessary processes. Perhaps the most revealing (and to some surprising) insight: executives reported the highest levels of friction. The very individuals tasked with solving complexity are often the most affected by it. This discovery underscores a deeper truth: friction isn't merely an operational issue. It's also a leadership issue. When friction accumulates at the top, it signals structural misalignments, communication breakdowns, and strategic overload. Left unchecked, friction quietly erodes organizational speed, morale, and growth. And with that said, the following four categories of friction offer a diagnostic window into the health of an organization's leadership infrastructure. The Four Types Of Friction And What They Signal About Leadership Friction rarely stems from a single source of failure. Like most organizational breakdowns (and life in general), it builds gradually through systemic, strategic, and behavioral misalignment. Dayforce categorizes friction into four main types. Each one reveals a leadership pattern beneath the surface. At first glance, staffing friction might suggest a headcount problem. But more often, it's a systems problem. It manifests itself through burnout, absenteeism, coverage gaps, and struggles with talent management. The root cause isn't always a lack of people. It's often a lack of planning. According to the report, nearly two-thirds of employees said there's often no one available to cover when a colleague is out sick or on leave. More than half reported experiencing burnout, 41% stated they were unable to complete all their work, and 37% reported being unable to perform at their best. Just as championship teams need bench depth, so do organizations, as a lack of it signals operational fragility. And while 93% of executives report using contingent workers, many still struggle to manage them effectively. Talent is critical, but so is anticipating volatility and designing a workforce that can absorb it. Many companies preach adaptability while operating with rigid systems, cultures, and talent structures. Friction sets in when employees are boxed into roles they've outgrown or left behind on the skills curve. Dayforce data shows that 85% of executives believe their organization's development efforts add value. However, there's a disconnect as only 54% of workers agree. And just 43% of organizations report having a structured process for upskilling or reskilling their employees. This disconnect signals a missed opportunity. As roles evolve faster than job descriptions, younger generations increasingly prioritize learning, growth, and mentorship. Agility requires not only an organizational mindset shift but also infrastructural support. Organizations that fail to operationalize internal mobility risk stagnation, talent drain, and growth. Change is constant, but experiencing large amounts of friction during change doesn't have to be. The study found that 61% of executives believe their employees resist change. Yet workers are 20% less likely to say the same. That gap is revealing, as leaders often misinterpret friction as resistance when it's frequently a reaction to poor communication or ineffective execution. Only 39% of respondents reported that their organization handles change rollouts effectively. Less than half of those surveyed rated their organization's internal communication as effective, especially during transitions. For leaders, clear direction, thoughtful implementation, and responsive feedback loops will mitigate resistance from taking root. Technology is designed to improve productivity and improve people's quality of life. Increasingly, in the workplace, it has become a source of drag. Outdated platforms, siloed systems, and overwhelming technology stacks are slowing work rather than accelerating it. Sixty-nine percent of respondents said their organization uses too many platforms. And 66% said new technology often decreases efficiency rather than improves it. This reflects a deeper pattern that leaders must be keen on: rapid tech adoption without sufficient integration or training is wasteful. Every tool added without a clear strategy adds complexity. Leaders must audit their digital ecosystem not only for capabilities, but also for clarity, usability, and a tangible return on investment. Friction Is An Invisible Threat To Leadership Like elevated blood pressure, friction can often go unnoticed for a substantial period before causing damage that individuals can't ignore. Dayforce found that low-friction organizations share key traits: fewer workforce planning issues, stronger internal mobility, and more transparent communication. Those low-friction organizations were more efficient and strongly aligned. In today's environment of hyper-speed disruptions, high competition, and constant distraction, leadership isn't just about setting vision. It's about removing drag through reducing friction across all levels. When friction is high, even the best strategies stall. But when it's low, momentum becomes inevitable.
Techday NZ
15-07-2025
- Business
- Techday NZ
AI leaders urge ethics, data & trust to unlock value
As organisations across Australia and New Zealand (ANZ) mark AI Appreciation Day, industry leaders are reflecting on the extraordinary progress of artificial intelligence, as well as the pressing challenges and responsibilities that lie ahead. While AI promises transformative benefits for business, security, and society, these experts stress that its success hinges on the quality of data, robust governance, and an unwavering prioritisation of ethics and human empowerment. Wade Weirman, Principal Data Lead at Rackspace Technology ANZ, underscores that the real engine behind artificial intelligence is not the algorithms or technologies themselves, but the data that feeds them. "AI only works when data is trusted, accessible, and embedded across the organisation," Weirman says. He warns that without strong data leadership, AI deployments risk misfiring or even generating biased results that could erode public trust. "Getting this right isn't optional; it's essential for long-term scalability and societal trust." For David Lloyd, Chief AI Officer at Dayforce, the spotlight is now on HR teams to steer their organisations through the current wave of AI-driven change. Lloyd believes HR has a unique opportunity to lead business transformation, emphasising the adoption of AI agents that automate complex, high-volume tasks and foster a more adaptable workforce. "HR can become the driving force behind ethical and trustworthy AI adoption, shaping how organisations align technology with values." From a technology infrastructure perspective, Justin Hurst, Chief Technology Officer APAC at Extreme Networks, advises businesses to approach AI with careful planning rather than hasty adoption. Hurst suggests that teams should be given room to experiment and learn, while training in data literacy and network automation must become strategic priorities. "The future of network engineering is not about replacing people with AI, but about enabling them to work smarter and more strategically," he notes. The environmental impact of AI is also under scrutiny. Simon Wistow, Co-Founder of Fastly, points to the growing significance of energy efficiency in AI development. With nearly half of respondents in Fastly's recent survey indicating a preference for energy-efficient AI models if costs were tied to consumption, Wistow calls for transparency and optimisation of infrastructure. "We all need to start thinking about AI and the internet as something physical - because it is. It uses real resources, generates emissions, and has real-world consequences," he observes. Matthew Hardman, APAC Chief Technology Officer at Hitachi Vantara, reinforces the importance of enterprise-wide data governance and infrastructure. His company's survey found that 43% of successful AI projects in Australia attributed their success to strong governance and project management, with 35% highlighting high-quality data. "By addressing these challenges and responding to increased scrutiny from boards and regulators, businesses can unlock AI's transformative potential," Hardman says. Cybersecurity emerges as both a risk and opportunity in today's AI landscape. Les Williamson, Regional Director ANZ at Check Point Software Technologies, points to a recent surge in AI-powered cyberattacks and urges organisations to embed security measures from the design stage. "A well-governed AI can revolutionise cyber security, streamline auditing processes, and ensure regulatory compliance across industries," he says. Patrick Harding, Chief Product Architect at Ping Identity, and Gareth Cox of Exabeam both highlight the evolving nature of identity management in an AI-driven world - a landscape complicated by autonomous agents and deepfake technologies. Harding stresses, "Building and maintaining trust in every digital interaction is more essential than ever," urging organisations to rethink traditional security and identity models. On the workforce front, Shaun Leisegang of Tecala and Pieter Danhieux of Secure Code Warrior see AI as an enabler rather than a replacement, shifting the focus from automation to human augmentation. "AI is not a replacement for human potential, but rather a partner in unlocking it," says Leisegang. Danhieux echoes this sentiment, emphasising the necessity for human expertise in navigating AI's vulnerabilities and maximising its productivity gains. Across industries, the message is clear: to unlock the vast opportunities presented by AI, organisations in Australia and New Zealand must balance rapid innovation with responsibility, sustainability, and a relentless focus on both data quality and human talent. As companies integrate AI deeper into their operations, leadership, governance, and transparency will be key to realising not just smarter machines, but smarter organisations able to thrive in an increasingly AI-powered world.
Yahoo
14-07-2025
- Business
- Yahoo
Dayforce Earnings Preview: What to Expect
With a market cap of $8.8 billion, Minneapolis, Minnesota-based Dayforce Inc (DAY) is a human capital management (HCM) software company. It offers the Dayforce cloud platform and Powerpay for small businesses, delivering HR, payroll, workforce management, benefits, and talent intelligence solutions across the U.S., Canada, Australia, and internationally. Dayforce is expected to release its fiscal Q2 2025 earnings results on Wednesday, Jul. 30. Ahead of this event, analysts project the company to report an EPS of $0.32, a 39.1% growth from $0.23 in the year-ago quarter. It has exceeded Wall Street's bottom-line estimates in two of the last four quarters while missing on two other occasions. Shopify Stock is a Bargain - How to Make a 3.2% One-Month Yield with SHOP Tariffs, Inflation and Other Key Things to Watch this Week Stocks Set to Open Lower as Trump Ratchets Up Tariff Threats, U.S. Inflation Data and Big Bank Earnings Awaited Stop Missing Market Moves: Get the FREE Barchart Brief – your midday dose of stock movers, trending sectors, and actionable trade ideas, delivered right to your inbox. Sign Up Now! For fiscal 2025, analysts forecast the provider of human-resources software and services to report EPS of $1.46, up 47.5% from $0.99 in fiscal 2024. Shares of Dayforce have risen 8.3% over the past 52 weeks, underperforming the broader S&P 500 Index's ($SPX) 12.1% return and the Industrial Select Sector SPDR Fund's (XLI) 21.7% gain over the same period. Despite reporting better-than-expected Q1 2025 adjusted EPS of $0.58 and revenue of $481.8 million, Dayforce shares fell 6.4% on May 7 due to a weaker-than-expected Q2 revenue forecast of $454 million - $460 million. Additionally, the company's February announcement of a 5% workforce reduction signaled internal cost pressures despite top-line growth. Analysts' consensus view on Dayforce stock is cautiously optimistic, with a "Moderate Buy" rating overall. Among 17 analysts covering the stock, nine suggest a "Strong Buy," one has a "Moderate Buy," six give a "Hold," and one provides a "Strong Sell" rating. As of writing, the stock is trading below the average analyst price target of $67.80. On the date of publication, Sohini Mondal did not have (either directly or indirectly) positions in any of the securities mentioned in this article. All information and data in this article is solely for informational purposes. This article was originally published on
The Age
10-07-2025
- Health
- The Age
Gen Z are taking more sick days. Here's why that's a good thing
There are two types of people in the workplace. The first are those who rarely take sick days, valiantly soldiering on through sniffles and aches, and who pride themselves on never getting anywhere close to using their potential days off. The other type are, shall we say, a little bit looser with sick leave. They see the allocation as part of their employment rights and will happily message their boss if they're feeling even a tiny bit under the weather. We all get a certain number of sick days, they reason, so why not just take them all? Which of these you are might depend on your generation, as a wide chasm has emerged in different types of workers depending on your age. A 2022 survey of Australian employees by management consultants Frost & Sullivan found that Gen Z workers took an average of 14.3 sick days a year, compared to Baby Boomers who averaged out at just 8.9 days. This brings up a vexed, but little discussed, question about our working lives: should sick leave only be taken when you can't get out of bed, or should it also be used as a preventative? Now, before you pick sides in this debate, we need to consider that the main driver behind younger workers being more likely to 'chuck a sickie' based on relatively minimal symptoms is because it's not just about their physical health, but their mental health as well. Increasing rates of anxiety, depression and burnout, and the ability to better recognise early warning signs, is one of the reasons younger people are more willing to email their manager that they won't be coming in today. A preventative day off, even if you can't see it physically, can be just as important as waiting until you can't get out of bed. However, it's not just younger workers who are changing how we think about sick leave, with data on American employees for HR platform Dayforce showing that the number of sick days we all take has increased since the pandemic, rising 55 per cent from 2019 to 2023. Of course, a lot of that is thanks to early career workers, but there's also been a 16 per cent increase in sick days for workers over 35. So what does all this mean? It's important to understand that mental health days as valid as physically ill days, and should be recognised as such. As long as they are not being abused, they represent employees taking a longer-term view of their career.
Sydney Morning Herald
10-07-2025
- Health
- Sydney Morning Herald
Gen Z are taking more sick days. Here's why that's a good thing
There are two types of people in the workplace. The first are those who rarely take sick days, valiantly soldiering on through sniffles and aches, and who pride themselves on never getting anywhere close to using their potential days off. The other type are, shall we say, a little bit looser with sick leave. They see the allocation as part of their employment rights and will happily message their boss if they're feeling even a tiny bit under the weather. We all get a certain number of sick days, they reason, so why not just take them all? Which of these you are might depend on your generation, as a wide chasm has emerged in different types of workers depending on your age. A 2022 survey of Australian employees by management consultants Frost & Sullivan found that Gen Z workers took an average of 14.3 sick days a year, compared to Baby Boomers who averaged out at just 8.9 days. This brings up a vexed, but little discussed, question about our working lives: should sick leave only be taken when you can't get out of bed, or should it also be used as a preventative? Now, before you pick sides in this debate, we need to consider that the main driver behind younger workers being more likely to 'chuck a sickie' based on relatively minimal symptoms is because it's not just about their physical health, but their mental health as well. Increasing rates of anxiety, depression and burnout, and the ability to better recognise early warning signs, is one of the reasons younger people are more willing to email their manager that they won't be coming in today. A preventative day off, even if you can't see it physically, can be just as important as waiting until you can't get out of bed. However, it's not just younger workers who are changing how we think about sick leave, with data on American employees for HR platform Dayforce showing that the number of sick days we all take has increased since the pandemic, rising 55 per cent from 2019 to 2023. Of course, a lot of that is thanks to early career workers, but there's also been a 16 per cent increase in sick days for workers over 35. So what does all this mean? It's important to understand that mental health days as valid as physically ill days, and should be recognised as such. As long as they are not being abused, they represent employees taking a longer-term view of their career.
