n the US, frontline hourly workers make up the backbone of industries like retail, hospitality, healthcare, and logistics. They are the baristas who greet us with a smile, the caregivers who support our loved ones, the associates who keep shelves stocked and customers cared for. They are not just employees. They are the face of the brand, the heartbeat of the business, and the engine of the economy.

Yet too often, they are treated as a number. A shift to be filled. A cost to be managed.

It’s time to change that.

Re-centering the Candidate as the Customer

In today’s labor market, the power dynamic has shifted. Candidates, especially hourly workers, have choices. They are discerning. They are looking for more than a paycheck. They want to experience the brand before they join it. They want to understand the job, the culture, and the path forward. And they want to be treated with dignity and care throughout the hiring process.

According to iCIMS, 60% of frontline candidates abandon job applications because they’re too long or unclear. Nearly one-third drop off before the interview stage. That’s not a lack of interest. It’s a broken experience.

If we want to attract and retain great people, we must design hiring journeys that reflect the reality of their lives. Fast, mobile-friendly applications. Clear job previews. Pay transparency. And above all, respect.

What Frontline Workers Want

Recent data from Legion Technologies and McKinsey paints a vivid picture of what hourly workers are asking for:

  • Flexibility: 61% say it’s their top need after pay. Whether it’s balancing caregiving, school, or health, workers want control over their schedules.
  • Growth: Career advancement matters deeply. More than 70% have applied for promotions, but only 40% received a raise or new responsibilities.
  • Supportive Managers: 73% say having a manager who supports their career progression is key.
  • Financial Stability: One in seven holds multiple jobs just to cover basic expenses. Early access to wages is now a top priority for 31% of workers.
  • Recognition and Communication: Workers want to be heard. They want feedback. They want to know their work matters.

These are not unreasonable demands. They are human needs.

The Disconnect and the Opportunity

McKinsey’s research reveals a stark gap between what frontline employees want and what employers think they want. Employers tend to overvalue intangible benefits like job fulfillment and undervalue tangible ones like pay, training, and promotion opportunities.

This disconnect is costing us. Nearly half of hourly workers plan to leave their jobs within the next year, and 59% say they’ll leave their industry entirely.

But it doesn’t have to be this way.

Experience Before Employment

Imagine if every candidate could experience your brand before day one. Not just through a job description, but through immersive previews, realistic job simulations, and authentic storytelling. Imagine if they could meet their future teammates, understand the culture, and see a path forward.

This isn’t just good for the candidate. It’s good for the business. When people know what they’re signing up for, they’re more likely to stay, perform, and thrive.

Balancing Business Needs and Human Needs

Employers face real pressures: rising costs, unpredictable demand, and tight margins. But the answer isn’t to cut labor. It’s to optimize it.

Smarter scheduling, AI-enabled workforce management, and performance-based shift planning can help businesses do more with the teams they already have. Legion’s data shows that 86% of managers want tools to schedule top performers during peak periods, yet only 11% are using AI to do it.

When we align business needs with human needs, we unlock a powerful synergy. Productivity rises. Turnover falls. Engagement grows.

The Frontline Powers Everything

Let’s be clear. Frontline workers are not expendable. They are essential. They are the ones who deliver the brand promise, build customer loyalty, and keep operations running.

When they leave, they take institutional knowledge, relationships, and momentum with them. When they stay, they build culture, consistency, and care.

As leaders, we must stop seeing frontline roles as entry-level and start seeing them as foundational. We must invest in their experience, their growth, and their wellbeing—not just because it’s the right thing to do, but because it’s the smart thing to do.

Let’s Lead with Empathy

Empathy isn’t soft. It’s strategic. It’s what allows us to listen deeply, design thoughtfully, and lead humanely.

If we want to build resilient organizations, we must start with the people who power them. Not just in words, but in action.

Let’s make frontline work – for everyone.