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Empower the front line for a thriving organization

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Empower the front line for a thriving organization

The trend to underinvest in the front line continues, but rethinking the frontline talent lifecycle can help build a competitive advantage.

McKinsey,

5 min read
5 take-aways
Audio & text

What's inside?

Companies often fail to treat their valuable frontline workers properly.

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Editorial Rating

8

Qualities

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Recommendation

Frontline workers are vital to their companies, but organizations often fail to treat them as having the same status as their white-collar colleagues. McKinsey’s Kelli Moles and Michael Park explain why companies need to invest in frontline workers, compensate them fairly, train them, empower them to fulfill customer service needs, and offer them a route to management. Explaining that frontline employees are becoming increasingly important to a company’s survival, the authors call on companies to recognize their customer-facing employees’ worth and treat them accordingly.

Summary

Post-pandemic remote work policies left frontline workers behind. Reconsider your policies.

Frontline workers make up 80% of the workforce, and companies must invest in them to remain competitive. Organizations should consider the following policy areas when evaluating the role and the future of their frontline employees:

1. Look beyond outdated job skills and remove the “paper ceiling.”

Many frontline workers remain mired in tasks that are becoming obsolete and that companies no longer regard as useful. 

When hiring, companies should weigh what individual candidates offer based on their learning experiences, training certificates, and parallel...

About the Authors

Kelli Moles is a partner at McKinsey & Company with 10 years of experience in management consulting and investment banking. Michael Park is a Senior Partner in McKinsey & Company’s People & Organizational Performance Practice.

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