Frontline workers are the closest to customers, and the human personification of organizations. So why are they often overlooked in employee experience programs?
Maria Valero
Editorial Strategist, HR
Workday
Anyone who has worked in a frontline position before knows that it’s not for the faint of heart. It requires thick skin, people skills, and lots of grit.
Unfortunately, those skills are typically not listed on a job description for frontline positions—though they’re inherently expected and required for success. From day one on the job, frontline workers own the most critical aspect of a business: customer experience.
Despite being the face of their organizations, half of the frontline workers surveyed in a recent Workvivo report say their company cares more about office workers than about them. And 49% believe they have a bigger impact than their desk-based colleagues—but they’re not recognized for it.
So why are the very people who our customers interact with the most feeling so underappreciated and undervalued? The answer is complex, but luckily the solutions are simple. Read on to diagnose the issue and solve the frontline worker experience gap.
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From day one on the job, frontliner workers own the most critical aspect of a business: customer experience.
Employee experiences are complex, so HR teams that are accountable for frontline employees, or frontline employees AND desk workers, have a lot to think about.
A vast number of variables can affect frontline workers, so HR teams must refine efforts and prioritize the right initiatives to support them. In order to determine what those are, we first need to understand where the biggest gaps are in their experience.
87% of frontline employees surveyed don’t believe their company’s culture applies to them. And in a different study, more than half of U.S. workers were willing to take a 20% pay cut in exchange for a higher quality of life, which often aligns with a positive company culture.
Organizations that treat company culture like a nice-to-have are always going to lose out on top talent. That is a stark reality that signals a huge missed opportunity. And in a surprising finding, half of all respondents feel that their team has its own workplace culture distinct from the broader company culture.
More than half of U.S. workers were willing to take a 20% pay cut in exchange for a higher quality of life.
While team camaraderie established organically and without the intervention of formal programs could seem like a positive outcome, where it starts to get concerning is the 61% of respondents who reportedly feel more connected to their team than to the rest of the company.
These group can become an echo chamber of positive sentiment, but they can also similarly magnify negative sentiment when it arises. Culture should be the foundation team members rely on, even when the going gets tough.
Unfortunately, the siloing effect of frontline workers extends to recognition, too. Half of frontline workers surveyed feel their company cares more about office workers than them, and 49% feel they make a larger impact than office workers—but it goes unrecognized.
The humbling reality for frontline workers is the impression that accolades don’t accompany achievement, even if they go above and beyond. This discourages frontline workers from overachieving, and creates a company culture of animosity, making work feel like a drag instead of an opportunity.
This lack of recognition shapes employee attitudes about work, and inherently affects how they show up. Without recognition, employees are likely thinking, “I have to do XYZ today,” compared to “I get to do XYZ today,” and each scenario can produce widely different results for both the organization and the employee.
This lack of recognition shapes employee attitudes about work, and inherently affects how they show up.
The feeling of disconnection from the rest of the company is prevalent for frontline workers, and communication is one of the primary reasons.
Given that organizations often don’t inform frontline workers about the latest company updates, or enable them to provide feedback, it’s no wonder why 42% of frontline workers believe their company leadership isn’t good at communicating with them. Perhaps worse, 48% don’t believe the company communications they are privy to are relevant to them.
Shift schedules for a frontline worker are typically non-traditional and less flexible compared to an office worker. Without the ability to receive communication or provide feedback in the flow of their work, the frontline disconnect can become worse.
Recognizing these cracks in the foundation of the frontline employee experiences at work is the first step in addressing them.
These datapoints tell a story of opportunity that can inspire positive change for frontline workers, organizational success, and HR professionals as a strategic business partner. By enhancing existing programs and introducing some low-lift new ones, you’ll be that much closer to addressing challenges and reaping the results of a purpose-filled frontline workforce.
Company culture can be a vital tool in creating a connected workforce, and it’s the very foundation that your employees rely on to find meaning in their work.
By leveraging new technology and tools that can remove the barriers of separation, your workforce will be more united and less likely to fill in the culture gaps themselves. HR leaders can extend company culture to the farthest frontiers of an organization with workforce engagement platforms like employee survey pulsing, and in-the-moment communication channels like Slack. These tools can help build connection points across your entire workforce, wherever they are.
Recognition is one of the top mechanisms for frontline workers to feel more valued at work, and it has huge impacts on an organization's bottom line: 39% of frontline respondents reportedly feel more valued when they’re praised in front of peers than when they receive a bonus. Lack of recognition is the No. 1 factor negatively affecting frontline workers' sense of belonging at work. But luckily, this is a straightforward challenge to address.
Recognition platforms are a fantastic way to combat this issue and provide an easy way for your frontline workers to praise each other, recognize cross-team achievements, or celebrate all sizes of wins.
By training managers to lead recognition conversations and praise employees, and tying the recognition that their team members get to their own manager performance, you’re ensuring a team member always has a supporter in their corner.
While communication is a sticking point right now for the frontline, there is hope: 69% of respondents want to better understand their company’s decision-making. This is an exciting opportunity and call to action for internal employee communication teams.
Your frontline doesn’t work out of an office, but that doesn’t mean they don’t care about what happens in the office. By increasing communication with frontline workers, and opening the lines up for them as well, you’ll be creating trust and rapport, leading to more informed and frontline-connected decisions.
69% of respondents want to better understand their company’s decision-making.
Tailoring your communication to the different segments of your workforce is a great way to ensure that you’re communicating what’s relevant, rather than creating noise.
In addition to tailoring your communications, consider your mode of communication delivery. Maybe they don’t use their work emails as much—or at all—compared to their office worker peers, and they prefer a broadcast instead. By gathering insights that can inform your internal employee communication strategy by segment and audience, you’re able to ensure your entire organization is marching toward the same goal.
A sense of belonging, recognition, and clear communication are fundamental to a positive frontline employee experience. By addressing these challenges, we're not just improving morale; we're also seizing a massive opportunity for business growth.
When frontline workers feel seen, heard, and valued, they become powerful advocates for your brand, driving customer loyalty and business success.
The data is clear: investing in your frontline is not an option—it's a strategic imperative. The future of work reaches far beyond the office. It connects every employee, everywhere, to a shared purpose.
On average, 27% of employees are at risk of burnout—decreasing overall engagement levels and increasing the probability of turnover. Download this report to address organizational burnout at the source.
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