The stark reality of what women in frontline roles face is made clear not only by women’s own words but also from recently released data. Women working in frontline roles are suffering from burnout, sleep problems and a lack of psychological safety.
According to research published earlier this year from workplace equity campaign Catalyst, more than half (54%) of UK women working in frontline roles are considering leaving their jobs. They work on shop floors, in cafes and restaurants, and operate machinery in factories. They do not have the option to work from home.
Read more: How to address silent burnout among frontline workers
In these roles, women also contend with biases related to race, ethnicity and socioeconomic status. The pressure affects not only their work life but also their personal lives, with more than half (47%) reporting sleep issues and over eight in 10 (86%) experiencing severe burnout. A significant barrier to mental wellness at work is a lack of psychological safety, with nearly half (47%) fearing criticism or punishment for expressing opinions or suggesting ideas.
These physically demanding jobs often require direct interaction with the public, who may not always treat them with respect and kindness. Long, inflexible hours and unpredictable shift patterns exacerbate the stress they face. Additionally concerns about sexual harassment, physical safety and other issues often go unrecognised. Women’s bodily needs and overall wellbeing are frequently overlooked.
Addressing this wellbeing deficit gap is not only the right thing to do, it is the smart thing to do.
Read more: How to better support women at work
Culture change requires intentional action from managers and organisations to create respectful and rewarding workplaces. This change doesn’t happen overnight. And frontline supervisors can ‘make or break’ the frontline employee experience. Here are three practical steps that managers can take.
Fair and unbiased decision-making
Follow workplace policies consistently and share important information, such as how employee safety concerns are handled and what growth opportunities exist, transparently. Don’t play favourites. Rather, ensure you are being impartial and unbiased when making decisions. Also ensure that schedules are generated transparently and that all employees’ preferences are considered.
Fostering psychological safety
Managers play a crucial role in building psychological safety and fostering workplace environments where it is safe to speak up about workplace issues, including harassment and bias.
To promote equity and fairness, initiate discussions and activities related to equity and fairness, and speak out against sexism and rigid gender norms.
Read more: A psychological contract could be the most useful tool for D&I
It is also important to approach employee requests with empathy and an open mind, and dedicate time to regular one-on-one conversations to understand employees’ life circumstances and career aspirations.
Openness to employee feedback
Team success relies on the ability to voice difference and dissenting views. When managers are open to feedback, employees feel comfortable voicing opinions, suggestions and concerns. Additionally, there’s a relationship between a manager’s openness and an employee’s willingness to call out sexism in the workplace.
Create an environment where employees feel comfortable voicing opinions, suggestions, and concerns. Make a point of showing when you have implemented actions based on employee feedback.
Creating workplaces where frontline employees feel valued and heard can save industries billions annually, according to research from Catalyst in 2024. Remember, retaining employees is far more cost-effective than recruiting.
Organisations must prioritise senior leader empathy, inclusive leadership, and genuine DEI policies, to build workplaces where employees want to stay. When organisations treat all frontline employees fairly, encourage them to speak up and support their needs – and when frontline managers are trained and expected to do the same – employees will feel supported and connected.
If women do not feel valued and heard, they will leave. Implementing these steps can help create respectful and rewarding workplaces where women and all frontline employees thrive.
By Lucy Kallin, executive director EMEA, Catalyst
