2024无桌办公报告

BROUGHT TO YOU BYRESEARCH PARTNER From circumstance to choice:The frontline’s new path forward Uncertainty, reactive decisions and crisis management—these were thedominant themes when we last explored the state of the frontline in2022. The pandemic’s impact on the workplace was still acute andfrontline teams were in the thick of it, navigating unprecedentedchallenges. We’ve taken an intentional and actionable approach,focusing on meaningful changes that can be madetodayinstead of advocating for large-scale transformational shiftsthat get attention—but rarely results. These pages present an overview of where frontlines findthemselves and insights to spark inspiration and conversation. Frontline work has always been hard—while the pandemic didn’tcreate the situation, it intensified what already wasn’t working. Asa result of two years of instability and chaos, 49% of managers feltburned-out and overburdened. Frustrated with a lack of consistenthours and support, 39% of workers were eyeing the exit. Industries5 Executiverespondents110 Managers255Employees423Frontline respondents After all, frontline workers are skilled professionals in challengingroles, and they deserve the right support and resources to succeedevery time they clock in. Now that things have moved beyond the worst-case scenario andthe daily chaos has subsided, employees are more optimistic aboutthe future of their industries, and fewer want to quit. Burnout, too, hasdeclined. But let’s be clear: going from full-on crisis to “less bad” isn’t a win. Theproblems haven’t disappeared—they’ve evolved into guarded optimismand slightly better conditions. To get a sense of the current state of the frontline, we turned to thekey players, surveying frontline employees, managers and executivesacross retail, grocery, foodservice, hospitality and distribution andlogistics. We surveyed these cohorts to hear about their experiencesand get executives’ perceptions, uncovering the three most urgentchallenges and five key insights to illuminate a path forward. What’s in the report? 26 Focus on today to earn theirtomorrow04 Insight #3: Turn communicationchallenges into opportunities Insight #4: Invest in building afrontline community30 The unhappiness myth07 33Insight #5: Lean on frontline tech(aka less hype, more help) 5 insights (and intentional changes)to improve the frontline experience Final thoughts36 Insight #1: Go all-in on empoweringmanagers15 22Insight #2: Prepare employees todeal with (more) customer incivility Focus on today to earn theirtomorrow Focus on today to earn their tomorrow The current data paints a clear picture that what builds or breaksthat experience hasn’t changed—if anything, it’s become more urgent.It’s still rooted in people and pay, which points to a persistent needto satisfy these foundational elements before moving on to otherconcerns. Top of mind for frontline workers: the here and now. Success at work means more than just a paycheck. Frontlineemployees aren’t simply punching a clock; they care about doing theirjobs well. When we first developed the Frontline Hierarchy of Needs, it wasbuilt directly from feedback—what workers told us they needed tofeel stable, successful and satisfied on the job. Equitable pay toppedthe list and was foundational to other critical needs that frontlineemployees highlighted:communication, community and training. What the frontline wants When we asked what made them feel like they had a successful day,frontline workers consistently highlighted a sense of tangible progressand helping with customer concerns. The fact that a sense of accomplishment ranked higher than earninggood money tells us that workers are motivated bythe impact theycan make every day, not just by a bigger paycheck. The number one response was “getting all tasks done” (65%), followedclosely by “helping a customer or guest solve a problem” (41%).Making good money came in third at 38%. This motivation is key to your business.When frontline employees feelsupported and able to achieve these daily wins, they’re more engagedand productive. In turn, it leads to improved customer experience andultimately fuels the bottom line. The unhappiness myth The unhappiness myth:Frontline employees aren’tdissatisfied at work, but theyneed stability and support Frontline jobs have a reputation for being chronically unsatisfyingcareer choices. In sectors like grocery, retail and hospitality, the highturnover, absenteeism and disengagement seen in these frequentlyundervalued roles contribute to their unfairly negative perception. To counter this assumption, HR and leadership teams often set upcareer advancement to flip the script that these are lower-statusjobs for first-time workers. Companies lean into leadership programs,upskilling and upward mobility when hiring. But here’s the twist: frontline workers aren’t necessarily asking forcareer advancement. They’re more focused on getting through theday successfully. Over