{"id":905,"date":"2025-07-23T12:16:22","date_gmt":"2025-07-23T11:16:22","guid":{"rendered":"https:\/\/sense.hr\/blog\/?p=905"},"modified":"2025-09-27T06:27:04","modified_gmt":"2025-09-27T05:27:04","slug":"how-to-fix-your-frontline-teams-with-josh-bersin","status":"publish","type":"post","link":"https:\/\/senseworkplace.com\/blog\/how-to-fix-your-frontline-teams-with-josh-bersin\/","title":{"rendered":"How to fix your frontline teams with Josh Bersin"},"content":{"rendered":"\n

There\u2019s been an explosion of interest in the deskless worker experience over the last few years \u2013 maybe thanks to the pandemic showing us who really keeps the world turning. But despite the hundreds of new reports and articles that talk about why turnover is so high (and why morale is so low), I remain baffled by the fact that only 1% of tech investment goes towards this huge cohort of workers<\/a>!<\/p>\n\n\n\n

There are 2.7 billion deskless workers in the world. 53% of them feel burned out<\/a>, and nearly half of them are actively job-hunting. It\u2019s a sorry state of affairs\u2026 but we don\u2019t need more doom and gloom \u2013 we need answers and good advice.<\/p>\n\n\n\n

And that\u2019s why I recently reached out to Josh Bersin \u2013 arguably the world\u2019s leading expert on HR and the workplace \u2013 to find out what we can do to re-think frontline work, and fix our deskless teams.<\/p>\n\n\n\n

<\/a>The three pillars of a happy and productive front line<\/h2>\n\n\n\n

In speaking with Bersin, one thing became apparent straight away: most organisations are focusing on the wrong things. They tend to push things like processes, tools, or perks, which although may be a part of the puzzle, do not usually get to the heart of the issue.<\/p>\n\n\n\n

Instead, Bersin suggests that what frontline teams actually<\/em> need is a sense of purpose, opportunity for growth, and a generous helping of trust.<\/p>\n\n\n\n

    \n
  1. Purpose. <\/strong>People want to know why their work matters. Which is easy if you work in a strategic role with an obvious connection to the company\u2019s bigger mission \u2013 but this can often be a hard connection to make for deskless workers, especially those engaged in dull, repetitive tasks.<\/li>\n\n\n\n
  2. Growth. <\/strong>Did you know that in some companies, deskless workers don\u2019t even get taught how to do their basic jobs, let alone have a conversation about development or career growth? There\u2019s no wonder people quit \u2013 the absence of development opportunities is one of the biggest causes of high turnover.<\/a><\/li>\n\n\n\n
  3. Trust. <\/strong>Frontline workers need to be able to trust their supervisors. They\u2019re not usually connected to the wider business in the same way those in head office are \u2013 so they need to trust that what their manager says really is what the business wants. And that it\u2019s not going to get them shot at dawn!<\/li>\n<\/ol>\n\n\n\n

    The good news, though, is that there are plenty of companies doing this right \u2013 and there\u2019s a lot we can learn from them.<\/p>\n\n\n\n

    <\/a>Purpose starts with the origin story<\/h2>\n\n\n\n

    \u201cEvery company has a purpose\u201d says Bersin, \u201cand it often goes back to the origin story.\u201d<\/p>\n\n\n\n

    He tells me that one way to give employees a sense of belonging, is to remind them of this purpose, or this \u201corigin story\u201d \u2013 for example, in the way that L\u2019Oreal reminds their staff to \u201cbring beauty to everyday life\u201d.<\/p>\n\n\n\n

    But he cautions that purpose cannot simply be a tagline or campaign that you launch from head office and expect people to understand.<\/p>\n\n\n\n

    \u201cIt\u2019s up to team leaders and supervisors to \u201ctranslate\u201d this into the work people do on a daily basis\u201d he explains. \u201cThey must keep bringing things back to this purpose – e.g. \u201cthe reason we need to fix this broken steamer in the coffee machine is that it\u2019s preventing our Starbucks guests from enjoying their experience.\u201d\u201d<\/p>\n\n\n\n

    Done right, companies like Starbucks and L\u2019Oreal have managed to help their frontline workers find value in their individual jobs, and take more pride in the work they do. Many of their employees see their job as less of a mechanical process, and more of a way to positively impact the lives of their customers \u2013 which, in turn, helps them to feel a greater sense of satisfaction at the end of each day.<\/p>\n\n\n\n

    But not all frontline teams manage that \u2013 does yours?<\/p>\n\n\n\n

    <\/a>Growth happens in more places than just the classroom<\/h2>\n\n\n\n

    Another frontline issue is training and development.<\/p>\n\n\n\n

    Many companies struggle to help their frontline teams build the skills that will eventually lead to career progression opportunities. It\u2019s common for frontline workers to report barely even being trained on how to do their basic job<\/a>, let alone the skills to advance their career!<\/p>\n\n\n\n

    Some organisations blame this on the fact that they are so busy and understaffed, They can\u2019t find the time for any sort of formal training beyond what is required by law, because taking people away from their duties is practically impossible!<\/p>\n\n\n\n

    But Bersin says that even if you can\u2019t find time to train people in a formal setting, there are other ways to help workers build their skills and get better at their jobs.<\/p>\n\n\n\n

    \u201cThere are hundreds of ideas\u201d he says \u201cbut the simplest is to have a daily or weekly \u201csharing meeting\u201d where people share what they\u2019re struggling with and what they have learned.\u201d<\/p>\n\n\n\n

    He adds that management and supervisors can also use these meetings to share what they want people to focus on \u2013 but warns that you must keep these meetings open ended and non-judgemental, if you want people to actually learn.<\/p>\n\n\n\n

    \u201cThat means not jumping down someone\u2019s throat if they ask a simple question!\u201d he says.<\/p>\n\n\n\n

    <\/a>Trustworthy team leaders are built in three parts<\/h2>\n\n\n\n

    It\u2019s essential for frontline workers to trust their supervisors. And those honest and open conversations we just talked about will help massively with that.<\/p>\n\n\n\n

    But Bersin says that earning frontline trust really boils down to three key elements:<\/p>\n\n\n\n

      \n
    1. Competence.<\/strong> \u201cAre leaders doing their jobs well?\u201d asks Bersin. \u201cIf people feel leaders are incompetent, they don\u2019t trust them.:<\/li>\n\n\n\n
    2. Ethics. <\/strong>Bersin says that leaders must be truly fair, ethical, honest, and transparent. Lose those things, and you lose the trust.<\/li>\n\n\n\n
    3. Listening. <\/strong>Leaders must be listening to what people on the frontline are saying. They may not always have a solution, but they must at least care.<\/li>\n<\/ol>\n\n\n\n

      Bersin says that if those three things are strong, then trust amongst your frontline teams and their direct supervisors will also be strong. And from there, you are better able to engage in the other two pillars of a happy and productive frontline team.<\/p>\n\n\n\n

      <\/a>Inclusion isn\u2019t optional \u2013 your frontline workers must be considered<\/h2>\n\n\n\n

      One of the most common complaints I hear from frontline workers is that policies and benefits are all designed to suit office workers who sit at desks \u2013 they tend to exclude the busy frontline, who ironically tend to be the ones in greater need.<\/p>\n\n\n\n

      I asked Bersin how companies can make environments more inclusive and flexible for frontline workers, despite the fixed shifts and rigid schedules these workers often face.<\/p>\n\n\n\n

      \u201cEveryone matters, regardless of age, ability, education, gender, etc.\u201d he tells me. \u201cI hate to bring up DEI, but DEI programs are vital and still needed, so managers are aware of their blindspots.\u201d<\/p>\n\n\n\n

      And including everyone means including your deskless workers.<\/p>\n\n\n\n

      Alright, so you can\u2019t always include frontline workers in the same way you can other staff \u2013 you can\u2019t just tell a nurse to work from home or to simply fit their hours in where possible. But Bersin says that there are ways of being inclusive with things like flexibility, even if you have to approach it in a slightly different way.<\/p>\n\n\n\n

      \u201cMany hospitals which have nursing shortages now have daycare\u201d he says, \u201cmeaning nurses can bring their kids to work.\u201d<\/p>\n\n\n\n

      <\/a>Reducing isolation through listening, flexibility and belonging<\/h2>\n\n\n\n

      There\u2019s another challenge with many frontline teams, too \u2013 and that\u2019s the challenge of isolation.<\/p>\n\n\n\n

      Many deskless workers feel isolated from company communications or software systems, which is one problem. But there are also those who work remotely \u2013 meaning they miss out on the social side of work, too.<\/p>\n\n\n\n

      Bersin says that there are three things you can do to fix this.<\/p>\n\n\n\n

      \u201cIt comes down to listening (managerial competency), flexibility (work schedules), and belonging (teamwork)\u201d he says. He adds that  \u201ceveryone feels isolated at times, and when a team mate asks you to coffee or checks in, it creates enormous warmth\u201d \u2013 emphasising the need to ensure you\u2019re bringing isolated workers into the fold.<\/p>\n\n\n\n

      But this needs to be more than just a video call or an email check-in \u2013 he says that face to face meetings are critical, regardless of location.

      \u201cRemote only teams should have face to face meetings at least twice a year\u201d he says, adding that more is better. And yes, if that means flying in your most remote workers to ensure you get that face time, then do it!<\/p>\n\n\n\n

      <\/a>The two things most frontline managers get wrong<\/h2>\n\n\n\n

      Despite all of the advice that\u2019s out there, many frontline teams still seem to be chaotic and unhappy places. Especially if discussion on reddit are anything to go by.<\/p>\n\n\n\n

      So I asked Bersin what companies are getting wrong most often with their frontline teams.<\/p>\n\n\n\n

      \u201cThere are many problems\u201d he says, \u201cbut our research shows that the real \u201cproblem\u201d is two things: first, deskless workers need tools and systems to make their work more \u201ctop of license.\u201d Second, is \u201cgiving them an opportunity to grow.\u201d\u201d<\/p>\n\n\n\n

      <\/a>1.  Making work more \u201ctop of license\u201d<\/h3>\n\n\n\n

      Making work more \u201ctop of license\u201d means removing blockers that get in the way of our work.<\/p>\n\n\n\n

      \u201cIt means fixing obstacles that get in the way of the \u201creal work\u201d we want to get done\u201d Bersin explains. \u201cPhysical environment, heat, light, tools, etc.\u201d<\/p>\n\n\n\n

      Have you ever felt too hot to work because the air con is broken? Or struggled to clock in? Or been unable to unlock a machine because IT hasn\u2019t reset the password yet? Or found no hairnets in the kitchen? Or been short on uniform? Or identified a risk that would make it unsafe to work?

      These are all the types of blockers that make \u201creal work\u201d impossible, which is not just a massive productivity drain, but it can be incredibly demotivating when you feel like your workplace is in a constant state of \u201cbroken\u201d.<\/p>\n\n\n\n

      <\/a>2.  Giving them an opportunity to grow<\/h3>\n\n\n\n

      According to Bersin, 75% or more of front-office workers have never had a conversation about a job promotion or a new opportunity.

      And this is likely because \u201cthey get almost no communications from corporate on the company\u2019s mission, direction, or strategy\u201d, he explains.<\/p>\n\n\n\n

      This kinda goes back to what we\u2019re saying about finding opportunities to teach people, but it also ties in with making sure that your communication tools are designed for everyone \u2013 and not just your office workers.<\/p>\n\n\n\n

      <\/a>Treat people like humans \u2013 it\u2019s good for business<\/h2>\n\n\n\n

      Ultimately, Bersin\u2019s advice boils down to treating your frontline workers like humans. That means communicating with them on their terms, recognising that they have ambitions and morals, and giving them reasons to trust you and your team of leaders.

      For all the noise about digital transformation and the future of work, perhaps what we need to start is something a little more simple \u2013 and that\u2019s to treat frontline workers as the core of our business, not some detail around the edge.<\/p>\n\n\n\n

      <\/a>About Josh Bersin<\/h3>\n\n\n\n
      \n
      \"\"<\/figure>\n\n\n\n

      Josh Bersin is one of the most influential voices in the world of work. As founder of The Josh Bersin Company and the Josh Bersin Academy, he\u2019s shaped how global organisations think about HR, leadership, and the employee experience. A pioneer in talent research and a former Deloitte partner, his insights are trusted by Fortune 500 leaders and regularly featured in Forbes, HBR, and The Wall Street Journal. You can learn more about his work here.<\/a><\/p>\n<\/div>\n\n\n\n

      <\/p>\n","protected":false},"excerpt":{"rendered":"

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