The Josh Bersin Company released a new study, with partner UKG, titled Powering the Frontline Workforce: How Frontline-First Companies Thrive.
The report highlights a striking fact: frontline workers, those who work directly with customers, patients, on the production floor, in logistics, hospitality and retail, make up roughly 70 % of the global workforce, yet they are often treated as a secondary priority in HR strategy.
The findings are stark: 75 % of those frontline employees say they feel burned out, and 51 % say they “feel like a number, not a person.”
The research argues that ignoring this segment of the workforce is not just a human‐capital concern, it’s a business risk. Organisations with strong “Frontline-First” practices, investing in targeted training, better scheduling, improved technology and inclusive culture, are already seeing benefits such as lower turnover and stronger profitability.
Why this matters for HR
For HR professionals, this study marks a wake-up call. Historically, HR systems, learning programs, engagement initiatives and career pathways have been heavily focused on white-collar, office-based employees. The report notes that the global HR-software industry, now around US$ 40 billion, has been largely designed for desk-based workers, leaving “deskless” or frontline workers underserved.
This means HR leaders must reassess their strategy in several ways:
Reorient talent strategy: Rather than viewing frontline workers simply as labour to be scheduled, retained and replaced, HR must recognise them as strategic assets. The report stresses that the frontline workforce “is the heartbeat of growth, engagement and customer trust.”
Tailor the employee experience: Frontline workers often do not have a corporate email, a laptop, or the same access to learning portals and HR self-service tools. HR policies and tech must be adapted accordingly, mobile-first, micro-learning, shift-friendly, multilingual, context-aware.
Bridge the technology gap: The report recommends unifying scheduling, payroll, HR, talent and workforce-management systems, and leveraging AI or conversational tools to “meet employees where they are” (for example via mobile or kiosks).
Measure differently: Traditional HR metrics (like cost per hire, training hours per employee) may not capture what drives retention and performance in frontline roles. The study emphasises data-driven insights and continuous feedback loops tailored to the realities of frontline work.
For HR professionals operating in contexts like India, or in companies with large manufacturing, logistics or services operations, the implications are especially salient. There’s a growing talent shortage in many frontline sectors, higher rates of attrition, and rising expectations (even among frontline workers) for purpose, growth, flexibility and meaningful recognition.
Business implications for organisations
From a broader business perspective, this isn’t just about doing the right thing; it’s about doing the profitable thing. The research offers concrete business cases: one utility services firm cut turnover by 5 % and saved US$500,000 by providing targeted training. Another hotel chain improved growth by enabling shift-trading for frontline staff.
Neglecting the frontline carries hidden costs: disengagement, higher turnover, poor customer experience, slower operations, increased labour costs and difficulty scaling. In an era of inflation, labour shortages and greater competition for hourly, desk-based and desk-less workers alike, these risks are amplified.
For businesses operating in sectors like retail, hospitality, manufacturing, healthcare and logistics, the very ones the report highlights, the shift to “Frontline-First” isn’t optional anymore; it’s becoming a competitive differentiator.
What should organisations do now?
Audit your workforce mix: Count how many employees are frontline or desk-less. Check their experience. Ask if they have the same tools, training, feedback, and growth opportunities as office staff.
Design for accessibility: Consider onboarding, engagement, and development from the frontline worker’s perspective. Think mobile, shift-based, with variable hours and different literacy or language levels.
Invest in manager enablement: Frontline managers connect corporate strategy to execution. Equip them with training, data, tools, and coaching. Research shows strong frontline managers boost retention.
Embed measurement and feedback: Develop metrics that capture frontline realities, like shift-swap availability, real-time feedback, and supervisor engagement. Monitor outcomes regularly.
Leverage technology thoughtfully: Use AI and mobile tools to empower workers, not just to cut costs. Focus on personalized coaching, flexible scheduling, and voice/mobile interaction. Be aware of human concerns, like fears that AI will replace jobs.
Align culture and value proposition: Make sure your frontline workforce feels seen, heard and valued. Surveys indicate nearly half of frontline workers believe their company has “two cultures”—one for desk and one for non-desk staff.
Conclusion
New research from The Josh Bersin Company highlights a workforce segment often ignored. This isn’t because frontline roles lack importance, but due to a lack of strategic focus. The findings show that companies neglecting the frontline see disengagement, high turnover, and lost performance. HR and business leaders must prioritize the frontline. They should adjust systems to meet frontline needs. Those who serve customers, stock shelves, drive trucks, and staff clinics are not just workers, they are key to your competitive edge.
Adopting a “Frontline-First” mindset helps organizations find hidden value. This approach improves employee experience, boosts operational resilience, and enhances customer outcomes. In today’s world, where human capital is crucial, ignoring 70% of your workforce isn’t an option anymore.
