Nearly half of frontline employees report that their organization has two separate cultures: one for frontline workers and one for everyone else, according to new global research from UKG, which surveyed 8,200 frontline workers across 10 countries.
While white-collar employees debate hybrid schedules and return-to-office mandates, frontline workers, who make up nearly 80% of the global workforce, say they’re being shut out of the flexibility conversation entirely. The consequences, according to UKG? More than two-thirds of frontline employees reported burnout in 2025, and 27% say they’d quit due to a lack of workplace flexibility.
But frontline workers aren’t asking for remote work, which their jobs don’t allow. They want something simpler: control over their schedules.
The cultural divide is measurable
UKG’s second-annual global frontline workers study, More Perspectives from the Frontline Workforce: A UKG Global Study on AI and the Employee Experience, reveals that the perception of separate workplace cultures is widespread. The research covered essentially anyone who must be physically present to perform their jobs.
The study found that flexibility, financial wellness and having a say in work/life balance are the most pressing issues for frontline workers worldwide. Flexibility and work schedules rank as top factors after pay when choosing employers.
Financial strain persists despite some improvement. While 56% of frontline workers reported living paycheck to paycheck in 2025—down from 64% in 2024—low pay remains the top reason for quitting.
Time over money
However, frontline workers seem to be willing to make significant trade-offs for more control over their time. According to earlier UKG research, 53% would rather enjoy extra vacation time than receive a pay increase. Twenty-seven percent say they’d trade a promotion for more paid time off, and about one in five would even give up a portion of their salary for an additional week of PTO each year.
These findings challenge conventional thinking about frontline worker retention, suggesting the issue isn’t just about money, but about autonomy and work/life balance.
“The underlying pain points frontline employees are facing—such as lack of flexibility and visibility of work schedules, challenges building skills needed for advancement and general financial strain—are crucial [for HR] to understand,” said Rachel Barger, president of go-to-market at UKG, in a statement.
The cultural divide may stem from a fundamental disconnect: Most organizations simply aren’t asking frontline workers what they want.
According to findings from research and advisory firm i4cp, only a third of large organizations consider employee input when determining where work is performed. Just a quarter of organizations take employee feedback into account to decide when work should happen.
Technology as a solution?
To support the frontline workforce, UKG points to AI-led technology that can take the burden off employees for processes including scheduling, shift swapping and on-demand access to wages.
“Contrary to many fears, this research shows that AI can play a crucial role in giving frontline workers flexibility, agency and financial security at work,” said Josh Bersin, founder and CEO of The Josh Bersin Company, in a statement. “When implemented well, AI gives frontline workers better information, flexibility and power over their daily work and financial lives.”
Read more | Unlocking financial wellness: A path to employee engagement
The stakes
With 76% of frontline workers experiencing burnout and nearly half seeing a two-tier workplace culture, companies face a choice, according to UKG. They can continue treating frontline workers as a separate unit of the workforce or recognize that flexibility isn’t just for those who can work from home.
As companies wrestle with return-to-office policies for knowledge workers, the UKG findings suggest a larger challenge. HR should consider addressing flexibility for the 80% of workers who never had the option to leave the workplace in the first place.
