Time to make talent management work for the front line

Frontline workers are the backbone of every business. They’re the first to greet customers, the hands that build, serve, and care, and the heartbeat of industries from healthcare to logistics. I always say my loyalty to a coffee shop depends on whether the barista will make me an off-menu iced coffee — blame my Mediterranean roots. 

Yet, when it comes to their skills, talent, and careers, frontliners are handed tools and systems designed for someone else. It’s time to change that. 

The overlooked supermajority 

Frontline workers make up 80% of the global workforce. That’s not a rounding error — it’s the majority by far. And there’s a persistent myth that frontline workers only care about their next paycheck or shift schedule. But the data tells a different story. In a Dayforce survey of over 6,900 frontline workers around the globe, 65% of workers said they want to advance within their company. Yet, according to McKinsey, fewer than one in four will actually achieve it.  

That’s not a lack of ambition — it’s a lack of attention. These workers want to stay, grow, and contribute more deeply. But they need the right support to do so. 

It’s probably been said a million times, but it bears repeating: when frontline employees don’t see a path forward, they’re less motivated to go the extra mile every day. Most eventually leave. And when they do, organizations lose not just talent, but institutional knowledge, customer relationships, and momentum. 

The struggle extends to managers 

This lack of attention to these workers’ needs affects frontline managers, too. These leaders are often caught in the middle — expected to drive performance, manage schedules, and keep morale high while being under-resourced themselves. The result? a common perception among frontline workers that their managers aren’t engaged. 

But let’s be clear: this isn’t about bad managers. It’s about managers who are overwhelmed and under-equipped. Just like their teams, frontline managers need tools that are intuitive and built for the realities of their day-to-day operations. They need systems that help them coach, not just track. Tools that empower, not just enforce. 

The wrong tools for the job 

Imagine giving a forklift operator a pencil and asking them to move pallets. Or handing a nurse a spreadsheet instead of a blood pressure monitor. Sounds absurd, right? 

But that’s exactly what we do when we give frontline workers talent management processes and tools designed for office jobs. Performance management systems that require completing a multi-page performance assessment. Learning platforms that assume hours of uninterrupted time. Career development plans that feel like corporate checklists. 

These tools might work in the office (or the boardroom). But on the shop floor, in the warehouse, or at the bedside? No way. And just porting them into mobile is not enough to become “frontline-ready.” And often, there is just too many applications. Recent Dayforce research into workforce friction found that roughly seven in 10 working respondents agreed that their company used too many technology platforms or solutions. 

Talent management that works for the front line 

To make talent management meaningful for the front line, we need to design around three core factors: the place, the work, and the tech. 

1. The place: Where work happens 

Frontline work is primarily conducted on-site, in a fixed and non-configurable environment: people need to adapt to it, especially in terms of safety and operational procedures. Everyone is frequently on their feet and moving around rather than stationed at a desk. Think warehouse teams managing inventory, technicians maintaining equipment, or staff working a production line — roles where the work follows the place, not the other way around. 

For example, look at learning in this context: frontline workers don’t have the luxury of stepping away for a two-hour training session. Think microlearning modules delivered via mobile. In-field service QR codes on equipment can link to quick how-to videos. A retail associate could scan a product tag to instantly stream a 60-second training video on upselling techniques. A nurse could receive a daily tip on good patient communication via text. These transformed experiences become possible with the frontline-first approach. 

2. The work: What success looks like 

Frontline work is largely synchronous and task-oriented, focused on a defined set of repeatable activities. Success is measured through performance data drawn from multiple operational systems, providing visibility into output and efficiency. High performance often depends on team coordination rather than individual effort. For example, a logistics team loading shipments, a maintenance crew servicing equipment, or a production line assembling goods — all rely on tight collaboration and timing to get the job done right. 

In this context, think about performance management. Imagine a warehouse supervisor giving instant feedback with a voice note. A hospitality worker getting a digital high-five for a great customer event. Peer-to-peer feedback captured next to a patient’s room in a healthcare setting — where goals are visual, trackable, and tied to the actual work being done. 

3. The tech: Tools that fit the job 

Frontline workers need tools that are as rugged, responsive, and ready as they are. And this statement is not universally defined across industries. Take the example of going mobile-first. In some industries it makes perfect sense (e.g., retail), in other cases not (e.g., manufacturing). Some common needs are to support conversational experiences (voice-enabled, even better), to be designed for quick interactions, and to bring together relevant data from multiple operational systems, not just HR and Talent solutions. And don’t forget that in many frontline settings, access to either personal or company-owned devices is limited.  

As a rule, the tech needs to respect the context, which is different across industries. A forklift operator shouldn’t need access to a company laptop to complete their safety training. A nurse shouldn’t need to log into a desktop to check their schedule. The right tech feels like an extension of the job — not an interruption. 

The ROI of getting it right 

Getting frontline talent management right isn’t just the fair thing to do — it’s the smart thing to do. One research study after another shows organizations that support frontline growth achieve higher retention, better customer satisfaction, and stronger business outcomes. They build cultures of trust, resilience, and innovation, which help them not just survive but thrive. And they unlock the full potential of the people who keep their business running.

It’s a win-win: ask my local barista. 

Interested in learning more and connecting face-to-face? Register for my session at Dayforce Discover 2025, hosted October 6-9 at the incredible Wynn Las Vegas.  

Special thanks to Benjamin Kuester and Geoff Bakken for their contributions to this article, which included key insights and partnership on the development of our upcoming session at Dayforce Discover 2025.