In recent years, discussions around the employee experience have overlooked a central component of the workforce: the frontline worker. This section of the workforce includes employees who interact directly with products or customers, typically in industries such as manufacturing, retail and healthcare. Frontline employees constitute a substantial portion of the global workforce, with variation across regions. In the United States, they represent about 58% of workers, while in the UK, they account for roughly half of the workforce. The Asia-Pacific region has around 340 million frontline workers, and in France, essential employees make up approximately one-third of the workforce. These employees are pivotal to the daily operations and overall success of an organization, often serving as the first point of contact for customers or playing a key role in product manufacturing.

The frontline workforce is facing a critical talent crisis that spans industries. Within manufacturing, the United States National Association of Manufacturers reports that 67% of manufacturers cite attracting and retaining employees as their primary concern, surpassing worries about healthcare costs, business climate and the domestic economy. Despite this, 62% of manufacturers expect their frontline workforce to increase over the next year. The retail sector faces a similar challenge with 44% of frontline retail employees considering leaving their jobs in the next 3-6 months, a rate 1.2 times higher than the average U.S. worker. According to JLL’s Employee Perspective on Healthcare Real Estate, 24% of US healthcare employees are considering leaving their job in the next year. These statistics underscore the importance of revisiting how organizations engage their frontline employees. Without addressing specific needs, businesses risk losing key talent that is essential for the smooth functioning of operations. Consequently, organizations must proactively enhance their strategies to support these workers in ways that address their distinct challenges and needs.

When considering the attraction and retention crisis and ways to develop your workforce, location can be part of that solution. Some organizations have found it beneficial to co-locate near public and private sector partners to help create talent hubs that invest in community infrastructure for better quality of life and talent growth opportunities.

Historically, most of the corporate focus on employee engagement and workplace design has centered on office-based employees. However, with a shift towards comprehensive talent management, there is an increasing emphasis on addressing the needs and challenges of the frontline workforce. As the demand and competition for frontline talent intensifies, organizations must consider all the factors that contribute to creating a positive experience for the workforce, whose environments and responsibilities often differ significantly from those in traditional office settings. As organizations face an escalating challenge to attract and retain top talent, especially for frontline positions, companies must focus on holistic employee strategies that address the main challenges of the frontline workforce such as limited career development opportunities, feeling undervalued in the workplace as they deal with increased physical and mental health issues and a lack of flexibility in their daily schedules. To address these issues, enhance talent attraction and retention and develop and adaptable and resilient frontline workforce that drives growth, this article will explore three key strategies that organizations must implement.

The UK Great Place to Work Survey in 2024 found that frontline workers are less likely to be committed to staying in their role. However, 56% of retail and hospitality employees and 58% of manufacturing and production employees expressed a desire for long-term commitment to their current roles.

Invest in training opportunities and establish clear career pathways

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Prioritize the physical and mental well-being of frontline employees

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Offer flexible scheduling solutions

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A common theme among frontline workers is the lack of clear career advancement. A McKinsey report highlights lack of career advancement as the primary reason for frontline employee turnover, emphasizing the need to focus on this area.

A Kahoot! report found that 91% of frontline workers are looking to advance their career through upskilling or reskilling opportunities.

Despite this, frontline roles often remain stagnant, offering limited pathways for growth and skills development. This lack of opportunity can lead to dissatisfaction as workers find themselves unchallenged and without clear goals to strive towards. Frontline employees are also more likely to deal with injuries or limitations in a physical capacity as they continue on in their careers. Organizations need to consider this when developing career pathways and the progression of frontline employees in the workplace. By prioritizing career development, organizations can improve talent attraction and retention rates, while also cultivating a workforce that is better equipped to drive business growth and adapt to changes.

To address the frontline workforce desire for career growth, organizations must foster a culture of recognition by investing in training opportunities and establishing clear career pathways. The impact of such investments can be significant and immediate. The same Kahoot! report found that over 70% of frontline workers expressed a strong desire for more learning opportunities at work, and 64% would commit to their company for at least six additional years if provided with enhanced career support and training. To capitalize on this, organizations need to develop accessible and relevant programs tailored to their workforce, focusing on upskilling and reskilling opportunities. As technology advances and AI continues to integrate into both the office and non-office workplace, facilitating the development of technological skills will be crucial as a tool to help frontline workers adapt to changing job requirements while also opening new career pathways within the organization. Alongside advancements in automation, there will become a greater need for engineering and tech talent that will be done at a desk, but inside the frontline environment. For employers, creating opportunities to upskill existing employees with an emphasis on technology creates an innovative way to both navigate the complex talent market while also prioritizing and fulfilling the career development expectations of frontline employees. Other methods such as implementing mentoring programs and creating a clear job progression path can help frontline workers visualize their growth potential. By taking these comprehensive steps, organizations can create a work environment that prioritizes growth and development, ultimately leading to improved retention rates and a more engaged and versatile workforce.

A study from Zellis found that despite 71% of UK respondents viewing training and development as important to them in their work life, 35% of respondents felt they weren't getting the quality of training and development that they expect.

While hybrid has normalized for office-based employees, frontline workers have been largely overlooked in this shift towards greater flexibility. Despite that, over half of frontline workers are not bothered by their inability to work from home; however, they still value flexibility. A Gallup survey found that frontline workers expressed a preference for flexibility in other ways such as choosing their days worked, the option of a four-day work week and the ability to take personal time off on short notice. Although there is an innate inability for the frontline workforce to work from home, alternative forms of flexibility are available and highly valued. Organizations must be innovative in the way that they offer flexibility to cater to both the personal and professional needs of their frontline workers as a mechanism to increase retention.

Prioritizing flexibility is crucial for organizations looking to foster a productive and valued workforce. However, implementing flexible arrangements does present challenges. The same NAM survey found that 57% of manufacturing leaders cite inflexible production and shift needs as the primary barrier to offering flexible scheduling, while 43% point to specialized skill requirements or cross-skilling difficulties. By prioritizing reskilling and upskilling within the existing workforce, organizations will be able to address the skills barrier while also promoting the development and growth of their employees. Additionally, implementing innovative scheduling solutions can help accommodate production needs while still providing flexible options.

Among organizations that already do offer dynamic scheduling, 79% have implemented compressed work weeks, where employees can work fewer days and longer hours. Another 55% permit more personal time off on short notice.

Organizations that can adapt to these preferences will benefit from greater employee retention and engagement. This flexibility allows organizations to maintain operational efficiency while providing employees with a greater sense of control over their work-life balance.

Addressing the unique challenges faced by frontline workers is crucial for organizational success. This often-overlooked group shares the same fundamental needs as office-using employees but requires tailored solutions. Organizations should employ a comprehensive approach to supporting the frontline workforce by combining employee-focused initiatives alongside thoughtful facility design shifts.

• Implement recognition programs for frontline employees
• Offer more flexible scheduling options
• Increase opportunities for PTO on short notice
• Equip managers with tools to support and recognize their employees
• Provide access to mental health support services
• Establish clear communication channels to connect daily tasks with the mission of the organization