58%

of American workers are on the frontline

44% – 50%

of UK workers are in frontline roles

340 million

frontline workers in the Asia-Pacific region

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.

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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Frontline workers often feel undervalued, a sentiment that significantly impacts job satisfaction and retention. A recent PwC study found that only 48% of manufacturing leaders believe that their frontline workers feel engaged, which is significantly lower than the 70% engagement rate reported for office-using employees. When employees do not feel recognized for their contributions, it leads to a lack of motivation and higher turnover. Despite that, the needs of a frontline worker mirror that of their office-counterparts. They seek a workplace that supports their holistic well-being, a sense of purpose in their work, and recognition for their essential contributions. The same study found that 36% of manufacturers say they have experienced high attrition rates for frontline employees over the last 6 months, compared to only 10% of their non-frontline workforce. Organizations need to make a fundamental shift in how they value and invest in their frontline employees.

To address this, organizations must foster a culture of recognition. Creating a sense of purpose and being forthright in recognizing the value of the frontline workforce, while also providing a physical workplace that prioritizes employee well-being, is crucial for boosting engagement and driving productivity. The same McKinsey report found that compensation and a lack of inspiring leaders are driving factors in frontline employees leaving their jobs. By finding ways to connect daily responsibilities to the broader mission of the organization, and implementing programs for recognition and appreciation, employees are more likely to find meaning in their work. It is crucial that organizations equip their managers with the necessary tools to support and recognize the value of their employees, implementing a top-down approach where leadership exemplifies and drives a culture of appreciation and opportunity. 

Given the physical demands of many frontline roles, workers are at an increased risk of burnout, injury, and mental health challenges. According to research, 86% of the frontline workforce cites safety as a key factor in creating a positive work experience. This emphasizes the need for employers to invest in safe and supportive workplace environments, as well as providing resources to support the mental health of their employees. As technology integration progresses, organizations can implement tools in their facilities such as real-time monitoring and predictive risk analysis as additional safety mechanisms. Beyond ensuring physical safety, employers should focus on mental health support services, access to fitness centers and other wellness programs. This holistic approach to well-being can significantly improve job satisfaction and reduce turnover.

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.

• Develop comprehensive training programs focused on upskilling and reskilling and improving technological skills
• Integrate AI and advanced technologies into the workplace to drive productivity and create career advancement opportunities
• Establish clear career pathways and job progression opportunities
• Implement mentoring programs to support career development
• Redesign the physical workplace to prioritize safety and promote employee well-being through enhanced amenities and support offerings
• Invest in community infrastructure to improve quality of life and talent growth availability