According to recent global research conducted by UKG, nearly half of frontline employees perceive their organizations as having two distinct cultures: one for frontline workers and another for white-collar staff. This study surveyed 8,200 frontline workers across ten countries, uncovering significant insights into workforce dynamics.
As white-collar employees engage in discussions around hybrid schedules and return-to-office mandates, frontline workers—who constitute approximately 80% of the global workforce—find themselves excluded from the flexibility discourse. The report highlights that over two-thirds of frontline workers experienced burnout in 2025, with 27% expressing intentions to resign due to the absence of workplace flexibility.
Insights into Workplace Culture
UKG’s second annual global frontline workers study, titled More Perspectives from the Frontline Workforce: A UKG Global Study on AI and the Employee Experience, emphasizes the prevalence of perceived cultural divides. The research primarily focuses on employees who must be physically present to execute their responsibilities.
Critical issues affecting frontline workers globally include the need for flexibility, financial wellness, and input in work/life balance. Interestingly, flexibility and work schedules rank among the top considerations, alongside pay, when choosing employers.
Financial Challenges and Worker Autonomy
Despite a slight decrease in financial strain—56% of frontline workers reported living paycheck to paycheck in 2025, down from 64% in 2024—low wages continue to be a primary reason for job dissatisfaction. Furthermore, frontline workers demonstrate a willingness to sacrifice financial benefits for greater control over their time. In previous UKG research, 53% of respondents prioritized extra vacation time over a pay raise.
Moreover, 27% indicated they would forfeit a promotion for additional paid time off, while around 20% would be willing to accept a reduced salary in exchange for an extra week of PTO annually. These findings challenge conventional perceptions about retention, suggesting that autonomy and a healthy work/life balance are becoming more critical than mere financial compensation.
The Disconnect Between Management and Frontline Workers
Rachel Barger, president of go-to-market at UKG, highlighted the essential issues faced by frontline employees, including limited flexibility, unclear work schedules, skill-building opportunities, and overall financial strain. “Understanding these pain points is crucial for human resources,” she stated.
This cultural gap may result from a fundamental disconnect between management and frontline workers, as most organizations fail to solicit input from their employees. Research by the advisory firm i4cp revealed that only a third of large organizations consider employee feedback when determining work arrangements.
Leveraging Technology for Flexibility
To enhance the experience of frontline workers, UKG advocates for AI-driven technology that streamlines processes like scheduling, shift swapping, and on-demand wage access. Josh Bersin, founder and CEO of The Josh Bersin Company, noted, “This research shows that AI can play a crucial role in providing frontline workers with flexibility, agency, and financial security.” When implemented effectively, AI can empower workers and significantly improve their daily operations.
Addressing the Challenges Ahead
With a staggering 76% of frontline workers reporting burnout and nearly half identifying a two-tier workplace culture, organizations are faced with a critical decision: either maintain the status quo or acknowledge that flexibility should extend beyond remote work engagements. UKG’s findings suggest that human resources must focus on granting flexibility to the 80% of workers who have always remained onsite.
As companies navigate the complexities of return-to-office policies for knowledge workers, the insights derived from UKG’s research highlight the necessity of prioritizing flexibility for all employees. This strategic shift could enhance employee retention and overall workplace morale.
The Growing Need for Flexibility Among Frontline Workers
Recent global research has unveiled significant disparities in workplace culture, particularly affecting frontline workers. A comprehensive study conducted by UKG surveyed over 8,200 frontline employees across ten countries, revealing that nearly half of them perceive a distinct cultural divide within their organizations — one for frontline workers and another for corporate employees.
While white-collar staff engage in discussions surrounding hybrid work arrangements and organizational mandates, the frontline segment, representing almost 80% of the global workforce, feels excluded from the conversation on workplace flexibility. Alarmingly, over two-thirds of these employees reported feelings of burnout, and 27% expressed intentions to leave their jobs due to limited flexibility.
Understanding the Culture Gap
The perceptions regarding separate workplace cultures are profound. The UKG study highlights that flexibility, financial health, and involvement in work-life balance decisions rank among the top concerns for frontline workers globally. The freedom to manage work schedules is identified as a pivotal factor when choosing an employer, second only to compensation.
Despite slight improvements in financial wellness, challenges remain. The research indicates that 56% of frontline workers continue to live paycheck to paycheck, a slight decrease from 64% the previous year. Nevertheless, inadequate pay still stands as the primary reason for turnover in this workforce segment.
Prioritizing Time Over Compensation
Fascinatingly, the desire for better schedule control often outweighs the importance of monetary compensation among frontline workers. According to UKG’s earlier findings, 53% of employees stated they would prefer additional vacation time over a pay raise. Furthermore, 27% indicated they would willingly forgo a promotion for extra paid time off, while approximately 20% would trade part of their salary for an additional week of paid leave each year.
This shift in priorities challenges the conventional narrative about employee retention, emphasizing that autonomy and work-life balance are equally, if not more, essential than financial gain.
The Disconnect Between Management and Workers
The significant cultural divide may stem from organizations not actively seeking input from frontline workers regarding their needs. Research from i4cp indicates that only one-third of large organizations factor in employee feedback to determine work location and schedules. This lack of engagement highlights a crucial disconnect that HR departments must address.
Leveraging Technology for Enhanced Flexibility
As a potential solution, UKG advocates for the integration of AI-driven technology to alleviate the scheduling burden on frontline employees. These innovations can empower workers by enabling easier shift swaps and providing on-demand access to wages, fostering a sense of flexibility and control in their daily work lives.
Insights from Josh Bersin, founder and CEO of The Josh Bersin Company, further emphasize the potential of technology in enhancing worker autonomy. When properly implemented, AI can equip frontline employees with better information and flexibility, ultimately enhancing their work and financial well-being.
Addressing the Challenges Ahead
With 76% of frontline workers experiencing burnout and a notable perception of a two-tiered workplace culture, organizations must make critical decisions about how they treat their workforce. They can continue to segregate frontline workers or acknowledge that flexibility should be extended beyond those who work remotely.
As businesses navigate the complexities of return-to-office policies for office staff, UKG’s findings highlight a broader challenge. HR leaders should prioritize offering flexibility to the majority of the workforce who have not had the luxury of leaving their operational environments.
