“The frontline workforce currently comprises about 80% of the world’s working population, yet the benefits and perks we typically hear about are for the laptop-toting 20%. We embarked on this global study — our largest ever — to help flip that narrative and uncover what the frontline wants from their employee experience. Small changes made today around flexibility and manager support, specifically for Gen Z, can have major positive ripple effects across the workforce for decades.” – Teresa Smith, director of human insights and HCM strategic advisory at UKG
A new global study by UKG and Workplace Intelligence surveyed nearly 13,000 frontline employees and managers in 11 countries and spanning all generations and industries. Results showed a high rate of dissatisfaction and a high risk of quitting, especially among Gen Z employees:
- 55% across the frontline aren’t satisfied with their overall employee experience, and this increases to 61% among Gen Z
- 59% of frontline employees in all generations, and 71% of Gen Z, say they may quit because of negative interactions with their managers, co-workers, or customers
- 62% of frontline employees, and 72% of Gen Z say interactions with people at work have worsened their mental health
Losing workers is expensive. It costs time and money to hire and train someone new. Productivity decreases while the role is vacant. You risk alienating remaining team members who have to pick up the slack. If you’re a manager, here are three retention steps to take now:
1. Show appreciation for a job well done
The study showed that about 1 in 5 frontline employees globally (19%) say they’re never recognized by their manager. Don’t be that oblivious manager. If you aren’t already holding regular team meetings, start with a 15-minute stand-up each week and acknowledge good work. This provides the recognition that employees crave. It also shows others what good work looks like, which can lead to more of it.
To ensure you have enough examples to shout out, be extra vigilant about how your team works. Notice customer interactions. Look at how they treat their colleagues. A well-written email shows good communication skills and warrants praise. Keep a running list on your phone, or carry a small notebook just for this purpose.
2. Increase flexibility
Behind pay/compensation, work-life balance/flexibility and work schedules tied at 55% of survey results as two of the most important factors frontline employees consider when choosing an employer. Furthermore, 27% of frontline employees globally said they’d resign due to a lack of workplace flexibility. The UKG and Workplace Intelligence research found that 54% of organizations already offer flexible hours/self-scheduling, but 10% of organizations offered no flexibility.
As a manager, check with senior leadership and HR to see how much flexibility you have with your team’s schedules. The study revealed various flexible scheduling practices, including shift trading with co-workers (41% of survey respondents), part-time work with no loss of benefits (28%), compressed workweeks (27%), and job sharing (18%). Can you implement any of these with your team?
Business needs and your team’s individual circumstances change over time. Look at the current make-up of your team, and verify that roles, responsibilities and schedules are still optimal. Ask each team member about how they’re feeling and if they have changes to propose. Like showing appreciation (point 1), showing interest in what your team needs is a powerful retention tool. You might even find a better way of working for everyone!
3. Decrease inequity
A troubling finding from the study was with organizations where frontline and corporate employees co-exist. Nearly half of all frontline employees (49%) say there are two separate cultures: one for the frontline and one for everyone else. If you’re managing a team where some workers have to be in-office with set schedules (i.e., frontline) but others work behind-the-scenes and therefore have some flexibility, be aware of that potential for two separate cultures to develop.
If you’re already working on incorporating flexibility for the frontline (see point 2), feelings of inequity may not develop. If you can’t give everyone the same flexibility, explain the business rationale (e.g., you’re competing with other employers who offer that flexibility to non-frontline workers). Transparency ensures that different rules don’t just come off as favoritism or an oversight on your part.
It is possible to retain staff even in challenging conditions
Frontline work is challenging. Yet, the study found some good news:
- 20% of frontline employees globally say they have been with the same employer for more than 10 years
- 81% of frontline employees feel psychologically safe at work
- 61% of frontline employees say that, when they provide feedback about their work experience, the feedback usually influences change at their organization. This figure actually increases to 66% among Gen Z!
As a manager, you can create an atmosphere of psychological safety. You can solicit feedback and advocate for your team to senior leaders. You can manage transparently, incorporate flexibility and show recognition to help retain your staff even in challenging conditions.