Frontline workers keep the global economy moving—but according to new research from UKG, they’re also the most exhausted, financially strained, and structurally overlooked segment of the workforce.
UKG’s second annual Global Frontline Workforce Study, surveying more than 8,200 frontline employees across 10 countries, paints a stark picture: 76% of frontline workers reported burnout in 2025, and nearly half say their organizations operate with two separate cultures—one for frontline workers, and one for everyone else.
That disconnect is no longer just a morale issue. It’s becoming a business risk.
Frontline roles—covering retail, healthcare, manufacturing, logistics, hospitality, government, and field services—account for nearly 80% of the global workforce. Yet conversations about employee experience, flexibility, and AI-driven transformation have historically focused on desk-based knowledge workers. UKG’s data suggests that imbalance is reaching a breaking point.
The Top Reasons Frontline Workers Are Ready to Walk
Despite modest improvement year over year, financial stress remains the single biggest driver of frontline attrition.
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Low pay is the No. 1 reason frontline workers would quit
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While the percentage of workers living paycheck to paycheck dropped from 64% in 2024 to 56% in 2025, the improvement hasn’t been enough to offset rising costs of living
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In non-acute healthcare settings, 51% cite pay as the top reason they’d leave, followed by 44% in acute care and 38% in long-term care
Pay, however, is only part of the story.
Flexibility Isn’t a Perk—It’s a Retention Strategy
After compensation, schedule flexibility is the most critical factor shaping frontline loyalty. And for many, it’s sorely lacking.
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50% say it’s difficult to change shifts when personal issues arise
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57% can’t take as much time off as they’d like
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In hospitality, 58% say their schedules make it impossible to maintain a healthy lifestyle
For frontline employees—who must be physically present to do their jobs—rigid scheduling doesn’t just create inconvenience. It directly contributes to burnout, absenteeism, and turnover.
This highlights a key difference between frontline and knowledge workers: flexibility isn’t about working from home. It’s about control over time.
Career Growth: The Missing Link in Frontline Engagement
While reskilling and internal mobility dominate HR conference agendas, frontline workers often feel left out of those promises.
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28% say there aren’t enough opportunities to move up
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That number rises to 32% in government roles and 22% in education
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Only 20% say they lack access to learning opportunities, but many report uncertainty about how new skills translate into advancement
Interestingly, manufacturing workers stand out: 36% say they’re actively learning new skills—including AI skills—to avoid being replaced by automation. That statistic reflects a growing undercurrent of anxiety: frontline workers don’t fear AI itself as much as they fear being excluded from its benefits.
Recognition, Benefits, and the “Invisible Workforce” Problem
Beyond pay and schedules, frontline workers cite softer—but no less important—drivers of disengagement:
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26% cite lack of recognition or rewards
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26% cite insufficient benefits
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In retail, those numbers rise to 29% for benefits and 27% for recognition
These gaps reinforce the perception that frontline roles are transactional rather than developmental—a perception that feeds the “two cultures” problem UKG identified.
When frontline employees feel unseen, undervalued, or structurally disadvantaged, no amount of hiring automation can fix retention.
Where AI Fits—and Where It Doesn’t
Unlike many workforce studies that position AI as a looming threat, UKG’s findings suggest a more nuanced reality. When implemented thoughtfully, AI may actually be one of the strongest enablers of frontline wellbeing.
AI-led tools can offload some of the most stressful friction points in frontline work:
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Automated and fair scheduling
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Real-time shift swapping
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On-demand wage access
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Mobile-first communication with leaders and peers
This aligns with commentary from Josh Bersin, who notes that AI’s real promise for frontline workers isn’t efficiency—it’s agency.
When workers gain visibility into schedules, pay, and internal opportunities, AI becomes a tool of empowerment rather than control.
UKG’s Frontline-Focused Tech Stack
UKG is positioning its Workforce Operating Platform as infrastructure for what it calls the Employee Enablement Era—one where frontline workers are active participants in workforce decisions, not passive recipients.
Key solutions include:
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UKG Frontline Worker Network, delivering personalized financial and career guidance in partnership with providers like Chime, TurboTax, and OnePay
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UKG Advanced Scheduling, using AI to align shifts with availability, skills, and compliance needs
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UKG Talk®, a mobile-first communication layer connecting frontline teams with leaders
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UKG Talent Marketplace, designed to surface internal gigs, career paths, and upskilling opportunities
Together, these tools address a recurring theme in the research: frontline workers don’t just want better pay—they want clarity, control, and connection.
The Bigger Picture: What This Signals for 2026
UKG’s frontline findings connect directly to three workforce trends the company believes will reshape 2026:
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The People-First AI Imperative – AI must improve human outcomes, not just operational metrics
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The Talent Ecosystem Reality – Organizations can’t rely on external hiring alone
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The Employee Enablement Era – Engagement comes from autonomy, not oversight
For HR leaders, the takeaway is clear: frontline workers can no longer be an afterthought in digital transformation strategies. They are the workforce—and their experience will increasingly define employer brand, customer satisfaction, and operational resilience.
As Rachel Barger, President of Go-to-Market at UKG, notes, understanding frontline pain points isn’t optional. It’s foundational.
The organizations that win in the next phase of work won’t be those with the flashiest AI demos—but those that use technology to give frontline employees more voice, more flexibility, and more financial stability.
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