Leading practices for frontline workforce engagement and retention

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.

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.

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.

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.