Mark WilliamsLike every developed economy, the frontline ecosystem extends far beyond the high street or hotel reception. These professionals are the delivery drivers, the engineers maintaining essential networks, the coordinators who keep supply chains moving and the support staff who care for patients and other vulnerable groups.
Of course, the true scope of frontline roles extends even further, but all of them have a direct impact on how organisations function on a day-to-day basis and how people consume the services they provide.
For millions of businesses, it is these employees who shape customer experience and maintain safety and compliance standards, making them central not only to organisational performance but also to the economy as a whole.
A recurring issue is that frontline employees often lack access to the same digital capabilities as their office-based counterparts. For example, many are expected to make the best of old or fragmented systems across key operational processes, such as scheduling and communication, a situation that contributes to the UK’s wider efficiency problem.
Research from WorkJam, which surveyed the UK hospitality sector, highlights the issue: 70% of organisations say they lack the tools needed to offer flexible scheduling, while 80% report that their workforce management processes need improvement. The findings reveal an urgent need for hospitality businesses – and other frontline sectors – to enhance their technical capabilities and broaden the use of digital tools to improve engagement, retention and customer experience.
These challenges become even more pronounced during periods of fluctuating demand – for example, in the lead-up to Christmas – when workforce flexibility is essential to maintaining service standards.
Many sectors experience significant fluctuations in their performance throughout the year. Retailers, for example, bring in thousands of seasonal workers over the summer and in the run-up to Christmas, while hospitality and leisure must cover staff holidays during their busiest periods.
The big problem is that way too many still rely on paper rotas or informal messaging to manage these peaks, with an inevitable impact on efficiency and putting some workers under additional pressure. In contrast, those organisations that have moved to digital scheduling give employees more control over their hours and ease the administrative load on managers.
Technology holds the key to moving away from fragmented systems and outdated processes. In particular, adaptive technology (tools that adjust to different workflows, shifts and user needs in real-time) gives organisations the ability to connect scheduling, training, task management and communication in one place, making work simpler for employees and less burdensome for managers.
In some cases, this means utilising ‘super apps’ that offer a range of services, from real-time shift swaps to instant learning modules. In others, it involves embedding intelligence so that routine tasks are automated, allowing managers to focus on leadership. Either way, the outcome is a more consistent, reliable and engaging experience for both staff and customers.
The priority should be to embed technology in ways that genuinely support people on the ground. This means replacing legacy systems with platforms that are easy to use, ensuring training is delivered in the context of work, and listening to feedback so that processes reflect day-to-day realities.
The organisations that succeed will be those that simplify operations while giving staff more flexibility and control. In doing so, they not only improve engagement and retention but also strengthen productivity, helping the UK close the gap with its competitors.
Mark Williams is managing director EMEA at WorkJam
