CHICAGO, IL -- While hybrid work policies continue to evolve for office-based employees, a significant portion of the workforce faces entirely different workplace challenges. JLL’s Workforce Preferences Barometer research on The Forgotten Workforce reveals that frontline workers, including factory and lab warehouse workers report consistently lower satisfaction despite working in purpose-built facilities designed for their specific functions.

High-performing frontline environments include factors that go beyond operational efficiency. The research points to five key recommendations: designing infrastructure that supports flexible scheduling; prioritizing physical environment upgrades, including ergonomic zones and acoustic solutions; integrating wellbeing infrastructure into operational design; creating AI-ready learning environments; and developing spaces that foster managerial empowerment.

“The workplace remains a key tool to both engage and attract top talent, especially as it relates to employee expectations,” said Peter Miscovich, Executive Managing Director, Global Future of Work Leader, JLL. “Employers that smartly invest in workplace design and fit outs that promote wellbeing can create high-performance work environments that will support all employees – from new members of the workforce to more tenured employees, further promoting long-term talent attraction, retention and future business growth.”

The frontline reality: excellence in service, gaps in engagement

The research shows 72 percent of frontline workers report that their workplaces support productivity and 70 percent say it helps them serve customers, patients or students effectively. However, only 38 percent say they are very happy with their workplace compared to 42 percent of office workers.

“While frontline workers feel perfectly supported to deliver productivity and customer service, we found fundamental misalignments between the design of their workplace and frontline worker’s more fundamental needs,” said Flore Pradère, Research Director, Global Work Dynamics at JLL. “These workers consistently put a lower score on the human-centered aspects of their workplace like socialization, cultural immersion, inspiration and professional development, all key drivers of job satisfaction.”

Time over place: the flexibility imperative

With one in three frontline workers operating outside standard working hours, schedule flexibility has become critical for work-life balance. The research reveals a disconnect: 47 percent of frontline workers want flexible scheduling, but access to this benefit across different sectors is uneven.

“Business leaders have an opportunity to rethink the role of the workplace and how it fits into employees’ lives,” said Dr. Paul Morgan, Global COO, REMS, JLL. “The answer lies in creating adaptive workplaces that support diverse needs, from flexible arrangements to connection-rich environments where emerging talent can build relationships and accelerate their growth.”

Burnout-retention paradox

Perhaps most concerning, the research identifies significant engagement challenges among frontline workers. Nearly half do not consider their company a great place to work compared to only 38 percent of office workers, and 44 percent report burnout versus 39 percent of office workers. Yet, they do not intend to leave more than their office counterparts: 22 percent of frontline workers could consider leaving within the next 12 months.

“The burnout-retention paradox we’re seeing suggests that despite higher stress levels, frontline workers may have fewer options to change their circumstances, making it even more critical for employers to address workplace satisfaction proactively,” Pradère added. “Those experiencing high burnout feel significantly less empowered and more isolated than their peers.”

AI training gaps

The research also reveals a significant technology divide, with only 52 percent of frontline workers having access to AI training compared to 70 percent of office workers. This gap represents both a challenge and an opportunity for employers looking to future-proof their workforce.

“Investment in upskilling and reskilling is essential for maintaining a future-ready workforce,” Morgan said. “Frontline workers may see AI as a threat rather than an empowerment tool, highlighting the urgent need for training programs that address frontline-specific applications.”

Looking forward

The research emphasizes that successful workplace strategies must embrace granular, place-of-work-specific approaches, treating each segment as a unique intersection of operational requirements, professional identity and human needs.

“Understanding these nuanced workforce differences becomes both a competitive advantage and an operational necessity,” Miscovich added. “As automation advances and human workers remain essential even in highly automated operations, talent retention and operational excellence increasingly depend on creating environments where every professional can perform and thrive in their specific role and context.”