It’s clear to see that the flexible workspace industry is thriving. Demand continues to rise, operators continue to expand, and flex has firmly established itself as one of the fastest‑growing segments of commercial real estate.
And still, 70% of front‑of‑house (FOH) employees say they don’t see a long‑term future in the flex industry, according to TRC’s 2026 FOH Retention Snapshot, drawn from our work with operators across the U.K.
This raises a fundamental question about the future of our sector. Because how can an industry built on service, culture and community succeed if we continually lose the people that deliver exactly that?
The flex talent pipeline
The global flex market is expanding faster than we’ve ever seen before. We need to be retaining and developing talent, but instead we’re losing new, young, promising FOH staff at an alarming rate.
We can’t keep growing the industry on the assumption there will always be an endless supply of new FOH staff to replace the ones we lose.
The Flexible Space Association (FlexSA) has done important work in highlighting the breadth of career possibilities in this sector, especially through initiatives like Flex Generation which is aimed at people aged 35 and under working in the flexible workspace industry. But awareness on its own isn’t going to fix this issue if we don’t all work on retaining the wonderful people who embrace our industry.
The data revealed by the report makes the urgency clear:
- 74% of FOH employees would consider leaving due to lack of progression (TRC 2026 FOH Retention Snapshot)
- 60%+ say their pay doesn’t match their level of responsibility
- 70%+ are unsure whether they see a long-term future in the industry
- 1 in 3+ say their biggest source of stress is high expectations without the support to meet them and not workload or difficult members
Jane Sartin, Executive Director at FlexSA comments, “Whilst there are many workspace operators who recognize the value of training and support for career progression in the sector, this research demonstrates that more focus on this is needed. We’ve seen first-hand how powerful this industry can be as a long‑term career choice. Attracting new talent is vital, but we of course also have to create environments where people feel supported, valued, and able to grow.”
What keeps people around?
Retention isn’t a mystery. In fact, the TRC report shows exactly what works. The strongest long‑term retention drivers are:
- Feeling valued by management
- Clear career progression
- Salary competitiveness
- Positive workplace culture
- Training and development
Attraction and retention are driven by completely different forces. Attraction may well be about the environment, but retention is about how people are treated.
Over 70% of FOH employees joined their role primarily for the work environment; the energy, the aesthetic, the day-to-day experience. Salary ranked near the bottom of attraction drivers, alongside company reputation.
This is good news for operators. It means flex is genuinely appealing. You’re not competing on compensation to attract talent. But that advantage comes with a responsibility. The experience that attracted someone to the role has to hold up well beyond their first week.
What people love and why that’s fragile
Team collaboration and the variety of every day were the top sources of enjoyment, each cited by 36% of respondents in the report.
People don’t stay because of what they do. They stay because of how it feels.
That’s a powerful and also fragile insight. Culture and team dynamics are how we retain staff, but they’re also the easiest thing to lose under pressure. Understaffing, unclear expectations and poor management communication create stress and erode a way at the very things people want to stay for.
We need to listen
FOH employees are telling us exactly what needs to change. When asked what single change would make the biggest difference in their roles, FOH staff pointed to themes any operator could act on right now:
- Clearer career pathways
- Better or fairer pay
- More clarity around expectations
- More flexibility and reduced desk pressure
- Opportunities to move internally
These are very achievable changes. But, yes, they do require a bit of intention and most of all, a willingness to treat FOH as more than an entry-level, transient role.
The truth is that the industry relies heavily on FOH staff. They are the backbone.
Loads of us started there
There are so many senior people in flex began their careers on the front desk. I certainly did.
I recently shared that journey in a FlexSA webinar, covering everything from FOH to my current role as Partnerships & Growth Manager at TRC London. I wanted to share because it’s so important people see that this industry does offer meaningful, long‑term careers.
And stories like mine aren’t uncommon.
Luckily, the issue is gaining the industry-wide attention it deserves. I’m delighted to have been announced as a panel speaker at the Annual Flexible Workspace Association Conference 2026, where the panel topic will focus on building sustainable careers within the flex sector.
I’ll be joined by Tia Samuels (Director, Savills), Helen Deverill (Arena Offices) and Greg Miley (CCO, Clockwise) — a group that brings together operator, investor and agency perspectives on what it will take to attract, develop and retain the next generation of flex talent.
The sector has an opportunity to reframe the FOH role. It needs to be taken from a starting point — a role people pass through — and instead be seen as the foundation of a rewarding career path.
This is a key moment for operators, industry bodies, and leaders across the sector to rethink how talent is supported developed and valued within our industry. Because without them, the “flex experience” we pride ourselves on simply doesn’t exist.
