News Spotlight

Micro-offices are key to RTO policies. Micro-offices offer a private, flexible, and focused space that combines the comfort of remote work with the collaboration benefits of being onsite (Fast Company).

Companies are hiring less but demanding more. As economic growth slows, many businesses are responding to high costs and reduced sales by curbing hiring and retraining existing staff to take on additional roles without pay increases (USA Today).

Managers' well-being has deteriorated. Half of managers are taking on larger workloads, which is causing their well-being to suffer (Fortune).

Stat of the Week

A recent study found that 29% of employees trust that their company’s leaders have their best interests at heart and 49% say they hear "improving productivity" messages from leaders more than those about improving customer value or workforce development.

Leaders should prioritize transparency, consistent communication, and empathy in employee interactions. Leaders demonstrate honesty and build credibility by openly sharing organizational goals, decisions, and even challenges. Regular one-on-one check-ins where leaders actively listen to employee concerns and aspirations can help workers feel genuinely valued. Actions speak louder than words, so showing commitment to employee well-being through tangible initiatives—like flexible work options, development opportunities, and fair recognition—reinforces trust. When employees see leaders making decisions with their best interests in mind, trust grows naturally, fostering a supportive and loyal workplace culture.

Deep Dive Article

Frontline Flexibility: A Scalable Choice for Deskless Workers

The post-pandemic world has seen unprecedented flexibility for desk-based or corporate workers, many of whom can work remotely or have hybrid work arrangements. But flexible work isn’t just for people on laptops working in cafes — frontline workers (i.e., those who must be on-site in a specific work location) also want freedom and choice.

For companies with a large population of frontline workers, putting the right flexibility in place can be a challenge. But it’s a challenge they need to face head-on since these employees say that work-life balance and flexible scheduling are second only to compensation when it comes to choosing an employer. That’s according to a new study of nearly 13,000 frontline employees and leaders in 11 countries from my company, Workplace Intelligence, in partnership with HR, payroll, and workforce management solutions provider UKG.

The ability to have some degree of flexibility fosters work-life cohesion: employees can complete their work while still picking up kids from school, making healthcare appointments, or volunteering in their community. However, too often there is a double standard between frontline and corporate workers. We found that nearly half of frontline employees (49%) say there are two separate cultures at their company: one for the frontline and one for everyone else.

Organizations often overlook flexibility for frontline and hourly workers, according to an article in Harvard Business Review. The authors give the example of an organization where during a dangerous snowstorm, executives and managers were able to work from home, but policy required secretaries and assistants to make the treacherous drive into the office. After the issue was flagged, the company changed its policy, but it took a notable issue to bring it to the forefront.

In many cases, flexibility is not just an engagement and retention tool, but it also supports diversity and inclusion, especially for underrepresented groups like immigrants, people of color, and working mothers. Women and people of color happen to be overrepresented in frontline industries, according to a recent publication from McKinsey, so supporting flexibility for these functions will also improve work-life cohesion for traditionally marginalized groups.

As the demand for flexible work continues to rise, offering flexibility for frontline workers isn’t just a perk — it’s essential to attract and retain talent. Over a quarter (27%) of the frontline workers we surveyed say they’d resign due to a lack of flexibility.

That means for organizations with frontline employees, offering scalable, flexible work options could be key to maintaining a competitive edge. According to research from Gallup, nearly 60% of the U.S. workforce are frontline employees who must work on-site and these individuals appreciate time flexibility — control over when they work — more than location flexibility, or control over where they work.

The types of flexibility typically available to frontline workers include self-scheduling, shift trading, and part-time hours. While many organizations have implemented some of these already, our research showed that 14% of companies don’t offer these options for frontline employees — not even the ability to trade shifts.

Today I’ll look at four ways to make flexibility a reality for frontline teams, and I’ll share case studies from companies that are setting the example. Let’s dig in.

1. Enable Shift Trading Among Employees

Shift trading allows employees to swap shifts with co-workers, providing flexibility without affecting overall staffing levels. Currently, 41% of organizations offer shift trading, making it a relatively common option, but with lots of room for improvement.

Expanding this practice can boost employee satisfaction and reduce absenteeism. However, scalable shift trading requires clear guidelines and digital platforms to ensure smooth coordination and coverage.

One company leading the charge is Hartford HealthCare, one of the largest healthcare systems in New England. Using a mobile app, employees can swap shifts, pick up open shifts, and request shift coverage. Not only does this give them more choice and greater work-life balance, but it also helps ensure that shifts are quickly covered.

2. Support Self-Scheduling, Flexible Hours, and Compressed Work Weeks

Allowing employees to choose their shifts and adjust their work hours offers autonomy and can better accommodate their personal lives. Over half (54%) of organizations already provide flexible hours or self-scheduling, making it a proven strategy for supporting work-life balance. Another 27% offer compressed workweeks.

Scheduling software that enables employees to easily select shifts and see real-time availability makes it easy to implement these forms of flexibility, reducing administration time and complexity for managers.

For example, at Aimbridge Hospitality, AI-powered scheduling creates gig-like flexibility for 45,000 hourly hotel workers. Since the company launched flex scheduling, more than 12,000 employees — about 30% of their hourly workforce — have traded shifts, and that number continues to grow.

3. Offer Benefits for Part-Time Work

For employees who need fewer hours due to personal commitments, part-time roles with full-time benefits can be a win-win, allowing companies to retain experienced staff who are looking for benefits without having to hit 40 hours a week.

Over a quarter of organizations (28%) provide this option, showing its potential to attract workers who value flexibility alongside job security. Consider creating a framework that defines eligibility for part-time benefits, making it easier to scale this option across different locations.

One company that’s embraced this strategy is Costco, which offers benefits to part-time workers and has a higher employee rating than many of its competitors. This policy has been good for both their public and employer branding.

4. Support Job Sharing to Reduce Burnout

Job sharing, where two or more employees share one role, can be ideal for employees seeking more concentrated time off. However, just 18% of organizations support this type of employment.

Less common but highly desired policies like these can be market differentiators to attract and retain critical workers. Consider piloting these arrangements with a small group to understand their impact on productivity and team dynamics before a broader rollout.

In 2019, Zurich Insurance became the first company in the UK to advertise all job openings with the option of part-time, full-time, job sharing, or flexible working. The company saw a near 20% increase in women applying for management roles after making this change.

Finding the Flexible Future

Flexible work options are no longer a “nice-to-have” for frontline workers — they’re a critical component of a competitive employment offer. By adapting to the evolving needs of frontline workers, organizations can build a loyal workforce and stay ahead in an increasingly competitive market.

For organizations that don’t yet offer any flexibility, starting small can help ease the transition. Even minor adjustments, like allowing occasional shift swaps or providing a part-time option, can significantly impact employee morale and retention.

The HBR article referenced above highlighted how a pharmaceutical company expanded flexibility initially through summer hours, allowing secretaries to alternate Fridays off by covering each others’ tasks. Consider surveying employees to understand their preferences and implement their most requested changes as a trial run.

With the right strategies, flexible work can be a win for both employees and employers, ensuring a more engaged and productive team.

What does flexibility look like at your organization? Join the conversation on LinkedIn and share your thoughts on my company’s new research with UKG.

Quote of the Week

“Success is where preparation and opportunity meet.”
​Bobby Unser