When discussing flexible working, many often think about the remote or hybrid arrangements available to desk-based employees. However, for frontline workers such as nurses and retail staff, implementing flexible working models has historically been viewed as challenging or unfeasible by employers.
Research from the Chartered Institute of Personnel and Development (CIPD) reveals that around 60% of UK employees are frontline workers, indicating that a significant number are missing out on flexible working opportunities. A report by the Institute for Employment Studies (IES) and flexible working consultancy Timewise highlights the emergence of a two-tier workforce, dividing those who can benefit from flexibility and those who cannot. It also notes that many organizations have only taken limited steps to address this inequality, resulting in a scenario where flexible working remains neglected in frontline jobs.
This situation disproportionately affects lower-paid, younger, and minority group workers who make up a large part of the frontline workforce. The report emphasizes that these roles often provide little autonomy over working patterns, impacting employees’ health and wellbeing. A significant 37% of frontline workers feel less valued compared to their desk-based counterparts, affecting engagement, motivation, loyalty, and retention.
Progress towards flexible working in frontline roles appears to be underway. CIPD’s research from 2023 indicates that nearly two-thirds of employers now offer some form of time-based flexibility for these workers. The most common arrangement is variable start and finish times (46%), with about a third of organizations allowing flexibility in shift scheduling. Other options include shift swaps, compressed hours, and job shares. While these changes may seem small, they significantly enhance employees’ sense of control and demonstrate that employers are listening to their needs.
Two main factors are driving this shift, according to Emily Rose McRae, a senior director at Gartner. First, the sheer number of frontline workers—more than twice that of desk-based employees globally—pairs with similar attrition rates, motivating employers to address retention due to skill shortages in critical sectors. Second, during the pandemic, many frontline roles were recognized as essential, raising expectations and creating a climate of willingness among workers to leave if their needs aren’t met. Flexibility for these employees means more control over their schedules, as instability can significantly disrupt their lives.
Frontline workers express a desire for specific flexible working options. According to Gartner, the most valued choice—cited by 46% of respondents—is flexibility regarding the days they work, yet only 24% currently benefit from this. Options like working based on total hours (sought by 34%, with 14% having access) and the ability to work at different sites (27% desire, but only 8% access) reflect a gap between preference and availability. McRae points out that employers often mistakenly assume flexibility is not feasible, neglecting workers’ willingness to engage if they are offered more.
Examples of successful implementations of flexible working include Guy’s and St Thomas’ NHS Foundation Trust, Wickes, and Sir Robert McAlpine, all of which adapted their processes and policies. These organizations have seen expanded trials and reported improvements in work-life balance, health and wellbeing, and job satisfaction. For employers, these adjustments have resulted in higher employee engagement, reduced sickness levels, and better retention rates.
To effectively implement flexible working, tech leaders need to first gain commitment from senior executives and then consult with employees about their preferences. Engaging with the workforce can uncover practical insights for making flexible work arrangements viable. Pilot projects can serve as learning experiences, helping refine approaches without unintended consequences. Securing line manager support is crucial, as they can either facilitate or hinder the process. Providing proper training and resources can empower them to champion these initiatives.
Exploring workforce management software solutions is also advisable, as these can help streamline scheduling and ensure effective allocation of staff. McRae emphasizes that accurately understanding skills requirements for shifts and assessing workforce availability can be complex, but many organizations still rely on manual processes rather than leveraging technology.