What Flexibility Means to Frontline Workers

The increasing discourse about workplace flexibility has always been geared towards white-collar employees, particularly knowledge workers with remote and hybrid work capability. However, the non-remote-capable workers, frontline employees—those in retail, hospitality, healthcare, and logistics—are often sidetracked in conversations about flexibility, even though they represent a significant portion of the workforce.

This disparity may indicate a concerning inequality towards frontline employees, evident in their low engagement levels. According to Gallup research, frontline employees report far lower engagement (27%) than remote (32%) and hybrid employees (36%).

However, this engagement gap cannot be attributed solely to the lack of access to remote and hybrid work, a flexibility perk that frontline employees place little value on. Understanding the complex needs of frontline workers and delivering on them is an organizational responsibility and a business imperative. This article delves into the type of flexibility that entices frontline employees most.

What Flexibility Means for Frontline Employees

Frontline employees may have reaped virtually no benefits of work flexibility since the pandemic, such as the ability to work from home, avoid the daily commute, etc. However, these flexibility options may not be what they value most, and they may even seek to improve job satisfaction. 

According to Gallup,

• Nearly 57% of frontline employees are unbothered by on-site workers having access to remote work.

• 33% of frontline employees say remote capability is unlikely to motivate them to change employers.

Instead, flexibility for frontline employees means having more control and autonomy over the constrained nature of their work. They may seek flexibility in scheduling work, choosing their preferred workdays, swapping shifts, or selecting the start and end work timings.

A few flexibility perks frontline employees value and seek are listed below. 

• Having a say in which days of the week they work.

• More paid time off (PTOs).

• Increased vacation days.

• Shorter workweeks (4-day, 10-hour/day workweeks or 3-day, 12-hour/day workweeks).

• The ability to choose the start and end times of workdays.

• The ability to set their work hours.

• The ability to work from home.

• Less formal dress code.

Why Greater Autonomy over Work Schedule Matters Most to Frontline Employees

Frontline workers are typically unaware of work schedules and are often expected to be available at short notice. Working in such unpredictable conditions may affect their ability to fulfil personal commitments (parenting, caregiving, etc.). Further, for many frontline employees, a stable income from blue-collar jobs may be challenging, pushing them to diversify their income streams by pursuing secondary employment or investing in higher education. 

Therefore, they may seek flexibility in work scheduling over working in a remote or hybrid setting. 

• Flexibility in choosing their work days or hours may significantly increase job satisfaction.

• It may allow them to be more present for commitments outside work, such as education, secondary employment, and childcare.

• Knowing schedules in advance, ideally a week or two before, can reduce the risk of burnout from constantly being available. They may be able to manage their days and energy levels better, which can inadvertently contribute to well-being and job longevity.

Challenges in Delivering Work Flexibility to Frontline Employees

Even though there is increased awareness and discourse about flexible work schedules for employees, many frontline workers still work at a disadvantage. Most employers still view flexibility as binary: either remote or in office. 

The nuanced nature of flexible work arrangements and diverse flexibility demands may evade management and leadership, leading to undesirable consequences such as decreased engagement, reduced employee well-being, and high turnover.

• Businesses may prioritize rigid staffing and scheduling norms without factoring in employee well-being, increasing the risk of turnover and decreasing service quality.

• Communication gaps between frontline workers and managers may drive misunderstandings regarding what flexibility means for frontline employees.

• Frontline managers may be disengaged because they are overburdened and unsupported, affecting their ability to support their direct reports.

Strategies to Drive Flexibility for Front-Line Employees

Flexibility initiatives for front-line workers may be thoughtfully designed, considering the nature of their work and operational realities. The following strategies provide a roadmap to building such initiatives.

1. Predictable scheduling practices

For employees who work on a shift or hourly basis, consistency in scheduling may be prioritized. Companies may strive to provide schedules in advance and minimize any last-minute changes. Allowing employees to have a say regarding their preferred workdays or block out unavailable times may be helpful.

        2. Shift swapping and job sharing

Enabling shift-swapping and job-sharing may be an effective way to introduce flexibility. Employers may create formal shift-exchange systems or mobile apps for their staff to manage their schedules. This may reflect trust in the workforce, thereby strengthening engagement.

        3. Include front-line voices in policy design

Policy changes that affect front-line teams may be created after gathering feedback through focus groups, surveys, or committees. Doing so will ensure that flexibility initiatives align with front-line workers' ground realities.

        4. Training front-line managers

Managers on the front line are valuable in delivering flexibility. They can be pivotal in creating localized flexibility even if broader structural changes are limited. 

Frontline managers may be empowered with real-time scheduling tools, training on empathetic leadership, and autonomy to approve minor changes. This may increase their engagement, which in turn may drive engagement among frontline employees. 

Conclusion

Workplace flexibility is an essential determinant of well-being and engagement for employees, including frontline employees. Intentional steps towards creating predictable and consistent schedules and offering autonomy over one's schedule can ensure frontline employees also experience the benefits of flexibility in the workplace.