Increasing Flexibility for Frontline Workers: A Growing Necessity

In recent years, the notion of flexible working has commonly been associated with remote or hybrid work models enjoyed mainly by office-based employees. However, for frontline workers such as nurses and retail staff, implementing flexible working models has traditionally been seen as challenging or even unfeasible.

Research conducted by the Chartered Institute of Personnel and Development (CIPD) reveals that a significant 60% of UK employees are in roles that make flexible working implementation difficult, resulting in many missing out on these benefits. Furthermore, a study by the Institute for Employment Studies (IES) and flexible working consultancy Timewise highlights a growing divide in the workforce, creating ‘flexible haves and have-nots.’ This disparity is largely due to organizations having only made “limited” attempts to address the issue.

The current situation predominantly affects low-paid, young, or individuals from minority groups, who are often overrepresented in frontline roles. These positions typically offer less autonomy and control over work schedules, impacting the health and well-being of employees. Nonetheless, there are signs of gradual change in this area.

A survey conducted in 2023 indicates that nearly two-thirds of employers now provide some form of time-based flexibility to their frontline staff, with the most prevalent model being variable start and finish times. Additionally, 31% of organizations allow employees to swap shifts with their colleagues, while other options include compressed hours and job shares.

According to Claire McCartney, the CIPD’s Senior Resourcing and Inclusion Policy and Practice Manager, even small adjustments can significantly impact employees’ feelings of autonomy and control. She notes that employers are increasingly recognizing the need to offer more flexible options to frontline staff due to skills and labor shortages in key sectors like construction, manufacturing, healthcare, and social care.

During the Covid-19 pandemic, many frontline workers were reclassified as essential, leading to increased expectations regarding their roles and greater willingness to leave if those expectations were not met. Emily Rose McRae, Senior Director Analyst at Gartner, explains that flexibility involves both control over schedules and stability, crucial for frontline workers.

In a survey conducted by Gartner, 46% of frontline workers said that flexibility in their working days was valuable, but only 24% experienced this flexibility in reality. The study also found that employers often have misguided assumptions about the feasibility and boundaries of flexible working.

The IES and Timewise report highlights examples of organizations like the NHS, Wickes, and Sir Robert McAlpine implementing successful flexible working pilots. These initiatives have led to improved work-life balance, health, and job satisfaction for employees, and for employers, increased employee engagement and retention.

Gemma Dale, Senior Lecturer at Liverpool John Moores University, advocates for consulting with employees to identify the forms of flexibility that interest them and implementing trial arrangements. Adequate training and provision of practical advice toolkits are crucial as well.

Implementing workforce management applications can streamline processes, ensuring that appropriate staff are available as required. Such systems provide valuable data to help address scheduling challenges and improve communication and information sharing among frontline workers.

Paul Ridings, Global Director of Growth at OneAdvanced, emphasizes the lag in technology adoption among frontline workers compared to their desk-based colleagues. He notes that many frontline employees believe there is room for improvement in the technology they use.

McCartney anticipates that change will continue, partly driven by new legislative rights for employees to request flexible working from day one of employment. She concludes that as skills shortages persist, organizations will need to innovate and offer more creative solutions to attract and retain talent.