What frontline workers want most – and how to give it to them

83% of Gen Z frontline workers are burned out. Here are some ways companies can improve the frontline experience for everyone.

Many of us began our careers on the front lines, often working directly with the public in retail, hospitality or other customer-facing environments. For me personally it was a very valuable experience. There is a lot to be learned about professionalism, teamwork and customer service in the trenches of frontline work.

Unfortunately, you can also learn more about burnout than you ever wanted to know.

A recent UKG study found that 75% of frontline employees feel burned out – a number that rises to 83% for Gen Z employees in frontline positions. Whether it’s because they’re typically the least experienced people on the team or they simply lack the life experience to handle stress well, Generation Z frontliners have a difficult time with their job. In fact, it’s so difficult that about a third (36%) are preparing to quit smoking.

According to the study, 80% of the world’s working population qualify for frontline work. Frontline work has always been known to be stressful, but the increased burnout rates among younger generation frontline workers is concerning. By 2030, Generation Z could make up a third of the workforce. How ready are you for the challenges that lie ahead in our rapidly changing workplace and world?

The study offers several insights into what these stressed workers want most – and how companies can take action now to improve the frontline work experience. Let’s look at the data.

The good, the bad and the ugly

Globally, Generation Z has a harder time working on the front line than employees of other generations:

• Overall experience: 55% of frontline employees are dissatisfied with their overall experience at their company, compared to 61% of Gen Z employees
• Interactions between people: 62% of frontline workers report that negative interactions with people at work have worsened their mental health, compared to 72% of Gen Z frontline workers
• Ready to quit: 59% of frontline employees are considering quitting due to negative interactions with their managers, colleagues or customers, compared to 71% of Gen Z employees
• Cultures with double standards: 49% of frontline employees believe that there is one work culture for corporate employees and a separate culture for frontline employees
• Recognition deficit: Of the 13,000 frontline workers surveyed, nearly one in five reported that their manager never recognizes them for their work

But it’s not all bad. On the positive side, frontline work can also provide:

• Great workplaces: 66% of frontline workers think their workplace is great overall
• Retention: 20% of frontline workers worldwide have been with the same employer for more than 10 years
• Over time: 84% of frontline workers are satisfied with the amount of overtime they work – or wish they could work more
• Safe places: A whopping 81% of frontline workers 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.”
• One voice: When providing feedback about their workplace, 66% of Gen Z and 61% of all frontline employees say the feedback usually influences change in their company
• Respect: Two-thirds of frontline workers (67%) say they are treated with respect at work

While the goal is of course to get all of these numbers to 100%, this data shows that frontline workers often feel safe, heard and valued.

Overcome the dark side

Many Gen Z members entered the workforce during the pandemic and became accustomed to the flexibility of remote or hybrid work—or at least observed family members enjoying these benefits. One of the biggest disadvantages of frontline work, she says, is that you usually have to be there in person to address customer needs.

Here we need to expand our definition of flexible work beyond where the work takes place. Frontline work may not have much leeway when it comes to location, but creative organizations are finding other ways to give frontline workers the autonomy they crave.

The survey notes several new practices on the rise among frontline employers, including:

• Flexible working hours and self-scheduling: offered by 54%
• Shift trading with colleagues: offered by 41%
• Part-time work without loss of performance: offered by 28%
• Compressed work weeks: offered by 27%
• Job sharing: offered by 18%

Fourteen percent of frontline managers say their company does not offer any of these flexible work arrangements – not a large number, but undoubtedly of great importance to those who work there.

A better frontline experience for everyone

Frontline employees often face stereotypes about their work ethic and quality of work. But according to the report, the front definitely wants to function. They simply want more control over when, where and how.

Companies looking to improve the frontline experience should look for ways to give their employees more choice – whatever that looks like in their context. They should also strengthen the existing positive culture and make concerted efforts 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 employees make happier customers. At a time when consumers have many choices about how they want to spend their money, companies can stand out from the crowd by having frontline employees who are happy, happy and happy to work.