83% of Gen Z frontline workers are burned out. Here are some ways companies can better the frontline experience for everyone.
Many of us started our careers in a frontline role, often working directly with the public in a retail, food service or other customer-facing environment. For me personally, it was a highly valuable experience. You can learn a lot about professionalism, teamwork and customer service in the trenches of frontline work.
Unfortunately, you can also learn more about burn-out than you ever wanted to know.
A recent study by UKG found that 75% of all frontline workers feel burned out—a number that jumps to 83% for Gen Z workers in frontline positions. Whether it’s because they’re usually the least senior people on the team, or that they simply lack the life experience to manage stress well, Gen Z frontliners are finding it a tough gig. So tough, in fact, that about a third (36%) are getting ready to quit.
According to the study, 80% of the world’s working population qualifies as frontline. Frontline work has always been known for being stressful, but the elevated levels of burnout among younger-gen frontline workers is concerning. As soon as 2030, Gen Z could comprise a third of the workforce. How ready are they for the challenges that lie ahead in our fast-changing workplace and world?
The study offers several insights into what these stressed workers want most—and how companies can take steps now to better the frontline experience. Let’s look at the data.
The good, the bad & the ugly
Globally, Gen Z is having a harder time with frontline work than employees in other generations:
- Overall experience: 55% of all frontline workers aren’t happy with their overall experience at their company, rising to 61% of Gen Z workers
- People interactions: 62% of all frontline workers report that negative interactions with people at work have worsened their mental health, compared to 72% of Gen Z frontliners
- Ready to quit: 59% of all frontline employees re considering quitting because of negative interactions with their managers, co-workers, or customers, versus 71% of Gen Z workers
- Double-standard cultures: 49% of all frontline employees feel there is one work culture for corporate employees and a separate culture for the frontline workforce
- Recognition deficit: Of the 13,000 frontline workers surveyed, almost 1 in 5 report that their manager never recognizes them for their work
But it’s not all bad. On the positive side, frontline work can also offer:
- Great workplaces: 66% of frontline employees consider their workplace to be great overall
- Retention: 20% of frontline employees globally have been working at the same employer for more than 10 years
- Overtime: 84% of frontline workers express satisfaction with the amount of overtime they work—or wish they could work even more
- Safe places: A whopping 81% of frontline employees feel psychologically safe at work, with ‘safe’ being defined as the ability to ‘express their opinions and ideas, take risks or make mistakes without fear of retaliation’
- A voice: When they give feedback about their workplace, 66% of Gen Z and 61% of all frontline employees report that the feedback usually influences change at their organization
- Respect: Two-thirds of all frontline employees (67%) say they’re treated with respect at work
While of course the goal is to get all these numbers to 100%, this data does show that frontline workers often feel safe, heard and valued.
Overcoming the downsides
Many Gen Zers entered the workforce during the pandemic and got used to the flexibility of remote or hybrid work—or at least, observed family members enjoying those benefits. One of the biggest drawbacks to frontline work, in their view, is that it usually requires you to be there in person to take care of customers’ needs.
This is where we need to expand our definition of flexible work beyond just where the work happens. Frontline work may not have a lot of wiggle room when it comes to location, but creative organizations are finding other ways to give frontline workers the autonomy they desire.
The survey notes several new practices that are on the rise among frontline employers, including:
- Flexible hours and self-scheduling: offered by 54%
- Shift trading with coworkers: offered by 41%
- Part-time work with no loss of benefits: offered by 28%
- Compressed workweeks: offered by 27%
- Job sharing: offered by 18%
Fourteen percent of frontline leaders say their organization doesn’t offer any of these flexible work arrangements—not a high number, but no doubt very significant to those who are employed there.
A better frontline experience for all
Frontline workers often face stereotypes about their work ethic and work quality. But according to the report, the frontline does indeed want to work. They just want more control over when, where and how.
Organizations that want to improve the frontline experience should explore ways to give their workforce more choices—whatever that looks like in their context. They should also strengthen the existing positive culture and make a concerted effort to overcome the recognition deficit that has left many frontliners feeling unappreciated.
Investing in a better frontline experience isn’t just a nice thing to do; it also makes sense from a business perspective. It’s simple: Happier workers make for happier customers. In a day and age when the consumer has multiple choices about where to spend their money, companies can stand out with a frontline workforce that is satisfied, cheerful and happy to be there.