This article highlights individual behaviours associated with employee resilience in response to public sector [UK] organizational change programmes. The concept of ‘Leaveism’ emphasizes that sickness amongst employees can be a hidden phenomenon, and posits that effective workplace well-being strategies can contribute to successful work–life integration that reduce these practices. The research was conducted in a [UK] Policing environment and modelled data garnered from a well-being psychometric instrument, which is used to identify and assess the risk of stress in the workforce. This study concluded that in response to such radical [UK] public sector reform, employee relationships with their organizations change. In respect of workplace, workload practices emerge that are relatively underexplored. This article argues that the practice of Leaveism may cease or reduce as employees reach their personal resilience limits. And as such it may impact significantly sickness absence levels.