Reimagining the experience of the frontline worker

For years, corporate discussions about the workplace experience have centered on office workers—how to attract them, how to keep them engaged, and how to make their work environment more productive. But the frontline workforce—the employees who power manufacturing, retail, healthcare, and logistics—make up most of the global workforce and companies are missing a strategic opportunity by not considering them in their workplace design.

Industries with frontline workers are facing an unprecedented talent crisis, with employers struggling to attract and retain workers. JLL’s research paper on leading practices for frontline workforce engagement and retention highlights how, in manufacturing, 67% of companies say hiring and retention is their biggest challenge, ahead of concerns about healthcare costs and the economy, according to the National Association of Manufacturers (NAM).

For manufacturers that rely on frontline labor, solving this crisis isn’t just a matter of filling vacancies—it’s about long-term business sustainability. Organizations that invest in frontline engagement can gain a major competitive advantage in talent attraction, retention, and productivity. So, what does that investment look like? Leading companies are prioritizing three key strategies:

1. Build clear career pathways that lead to advancement

Ask frontline employees why they leave, and one of the top answers is a lack of career growth. Many frontline roles are seen as dead-end jobs, with no clear path to advancement. That’s a problem not just for workers, but for businesses that need skilled talent.

The demand for upskilling is clear: according to a Kahoot! report, 91% of frontline employees say they want opportunities to reskill or advance their careers, and 64% would stay with their employer for at least six more years if given career development support.

Manufacturers that take this seriously will reap the rewards in both retention and workforce capability. Actionable strategies include:

• Offering structured training programs focused on upskilling and reskilling, including addressing technological advancements like AI and automation, and leadership development
• Implementing mentorship programs to guide employees’ career progression
• Mapping out clear job pathways so workers understand how they can grow within the organization
• Providing tuition reimbursement or access to certification programs in relevant fields

As automation and AI reshape frontline industries, companies that invest in reskilling now will be better positioned to retain and transition their workforce into technology-reliant roles, rather than struggling with skill shortages and labor attrition down the line.

2. Prioritize well-being and recognition

Frontline work is physically and mentally demanding, yet it’s often undervalued compared to office-based roles. A recent PwC study found that while 70% of office employees feel engaged at work, only 48% of manufacturing leaders believe their frontline workforce shares that sentiment. That disengagement fuels turnover.

One of the most effective ways to improve retention is by recognizing and supporting frontline workers in ways that go beyond a paycheck, including:

• Creating a culture of recognition where frontline contributions are celebrated—not just by direct managers, but at an organizational level
• Investing in safety and ergonomic improvements to reduce physical strain and workplace injuries
• Providing access to mental health resources, wellness programs and employee assistance programs
• Equipping managers with the tools and training to support and advocate for their teams
• Considering enhancements to workplace design (e.g. natural light, break rooms, outdoor access)

The impact of these efforts can be significant. When frontline employees feel valued and supported, they are more engaged, more productive, and more likely to stay with the company long-term.

3. Offer real flexibility

While hybrid work has transformed office jobs, flexibility for frontline workers has lagged behind. Frontline workers desire some degree of control over their schedules such as choosing which days they work, the option of a four-day work week, or taking personal time off as needed. 

Companies that offer creative solutions will have a major edge in attracting and retaining talent. Alternative flexible strategies include:

• Compressed workweeks (e.g., four x 10-hour shifts instead of five x 8-hour shifts)
• Shift-swapping options that enable employees to trade shifts with minimal hassle
• Increased access to paid time off and the ability to take personal days on short notice

Some companies have resisted flexible scheduling, with 57% of manufacturing leaders citing production needs and shift structures as barriers, according to NAM. But the reality is that businesses can’t afford not to adapt. Among companies that already offer dynamic scheduling, PwC and the Manufacturing Institute reveal 79% have implemented compressed workweeks, and Gallup reports that 55% allow more personal time off on short notice. These changes don’t just improve retention—they also boost morale and productivity.

Actions to take today, to prepare for tomorrow

Frontline employees are the backbone of essential industries, and their engagement is critical to immediate and long-term business success. Organizations can take the following actions to mitigate current frontline workforce challenges:

• Implement recognition programs to highlight frontline contributions
• Offer flexible scheduling and paid time off solutions tailored to frontline needs
• Provide access to mental health support and workplace wellness programs
• Equip managers with tools to support and advocate for their teams
• Establish clear communication channels that connect daily tasks to the company’s larger mission

Concurrently, companies should also embrace a forward-thinking approach. By investing in career development, well-being and flexibility, organizations will see higher retention and productivity. They will also build a resilient, adaptable workforce that is prepared for the challenges of the future. Companies can prepare for long-term success by taking the following actions:

• Develop future-fit comprehensive training and reskilling programs
• Integrate AI and technology-driven solutions to create career advancement opportunities
• Establish defined career pathways with clear job progression plans
• Create mentorship and leadership development programs
• Design workplaces that prioritize safety, comfort, and well-being
• Invest in community infrastructure to improve quality of life and enhance talent pipelines

The companies that understand the stakes will win by making strategic investments in career development, well-being, and flexibility. These businesses will create a workforce that is engaged, resilient, and built for the future.

About the author

Meaghan Elwell is the Global President of the Industrials business within Work Dynamics at JLL, a leading global commercial real estate and investment management company, and a key member of the firm’s Advanced Manufacturing Group. She manages products and services tailored to the unique needs of the manufacturing, automotive, aviation, energy, oil & gas, third party logistics, and utilities sectors and is responsible for the development, implementation, and evolution of scalable real estate solutions. Elwell leads a team of over 4,000 professionals across a broad client base with the core goal of enhancing outcomes through real estate and facilities management.

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