Dr. Gleb Tsipursky – The Office Whisperer
Nirit Cohen – WorkFutures
Angela Howard – Culture Expert
Drew Jones – Design & Innovation
Jonathan Price – CRE & Flex Expert
While hybrid work dominates corporate conversations, frontline workers are operating in a very different reality, and reporting significantly lower workplace satisfaction as a result.Â
New findings from JLL’s Workforce Preference Barometer point to persistent gaps in wellbeing, flexibility, and support across frontline roles, despite investments in purpose-built facilities.
Productivity Is High, Satisfaction Is Not
Frontline workplaces perform well on core operational goals. Roughly seven in ten frontline workers say their environments help them stay productive and serve customers effectively. But beyond those basics, the experience drops off sharply.
Compared with office employees, frontline workers consistently rate their workplaces lower on human-centered factors like social connection, cultural belonging, inspiration, and professional development, which are elements now closely tied to retention and engagement.
One Frontline Workforce, Very Different Experiences
The data also shows major disparities within frontline roles themselves. Workers in warehouses and bank branches report far higher satisfaction than those in retail, healthcare, and laboratory environments.Â
Fewer than one-third of retail and lab workers say they feel very positive about their workplace, highlighting how uneven frontline conditions remain across industries.
Flexibility Is the Biggest Miss
Schedule flexibility stands out as the most significant unmet need. Nearly half of frontline workers want more control over their schedules, but only about one-third have access to it. This gap is most pronounced in healthcare and retail, where irregular hours are common and short-notice time off remains difficult to secure.
For frontline workers who cannot work remotely, flexibility around time — not place — is the primary lever for work-life balance.
Burnout Without Mobility
Burnout is widespread. Forty-four percent of frontline workers report feeling burned out, a higher rate than office staff. Yet their intent to leave is nearly the same, suggesting limited job mobility rather than satisfaction is keeping many in place.
Burnout is especially high among frontline managers and workers with caregiving responsibilities. These employees report feeling less supported, less empowered, and more isolated, even as they shoulder greater responsibility.
Human-Centered Design Makes the Difference
Frontline workers who describe their workplaces as close to ideal share several conditions: better automation that reduces physical strain, stronger cultural connection, improved acoustics and daylight, access to rest and recovery spaces, and safer, more accessible locations.
These findings suggest that traditional frontline investments focused on efficiency alone are falling short. Workers are signaling that comfort, dignity, and flexibility are central to job satisfaction and sustainability.
A Workforce Strategy Gap
The data underscores a growing disconnect between how frontline work is structured and what workers say they need to thrive. As organizations rethink workforce strategy, the findings suggest progress will depend less on copying office-centric models and more on designing policies and spaces around the realities of frontline roles.
For a large segment of the global workforce, the future of work is about whether workplaces evolve to meet human needs where the work actually happens.
