Closing the Opportunity Gap: Why Investing in Frontline Employees Matters

The global talent shortage isn’t just a hiring challenge—it’s a missed opportunity. Throughout my career, I’ve seen this firsthand: while companies struggle to fill roles, many frontline employees feel stuck. Not because they lack skills, but because they lack opportunities to grow. Without clear pathways and employer support, their development remains out of reach. The challenge isn’t a skills gap—it’s an opportunity gap. 

Frontline employees are a valuable but often-overlooked talent pool. Investing in their development not only helps address workforce shortages but also strengthens retention, engagement, and business success. Prioritizing skill-building and internal mobility creates a workforce that is ready to meet evolving demands—driving both employee growth and company performance. 

A recent UKG global study found that frontline employees overwhelmingly want their organizations to invest in their development. They are eager for on-the-job training and want time to learn during their shifts. And what are the most sought-after skills? Technical skills, such as software and equipment training, followed closely by leadership and management development. Yet, despite this demand, workplace learning remains an afterthought for many organizations with frontline employees. 

Creating a Workplace Where Employees Want to Stay and Grow 

One of the biggest frustrations I hear from business leaders is, “We can’t keep employees.” But retention is not a mystery—people stay where they feel valued, supported, and see a future. Too often, companies focus on benefits while overlooking what really drives engagement: fair treatment, growth opportunities, and a workplace that respects employees as people, not just as workers. 

It is time to stop referring to frontline employees as just workers, bodies, and hands—terms that reduce them to a function rather than recognizing them as individuals with aspirations, challenges, and contributions that go beyond their job titles. Employees are people first, and when organizations treat them that way, they create a culture where people want to stay and grow. 

For many frontline employees—especially women, single parents, and those who have faced significant life challenges—stability and support matter just as much as career growth. However, opportunities often remain out of reach, not because of a lack of ambition, but because of barriers beyond their control. 

Prioritizing skills over formal credentials opens doors for a broader range of employees, including those from rural areas, military backgrounds, and diverse communities. Many bring resilience, adaptability, and strong work ethics, but, without clear career pathways, their potential goes untapped. 

If leaders want to improve retention, they must stop looking for quick fixes and start investing in meaningful growth opportunities.  

The Advancement Gap and Learning Challenges 

Having spent over a decade working to develop frontline employees, I have learned that most of the time the issue isn’t a lack of interest—it’s a lack of access. On average, frontline employees spend less than an hour per month, if any time at all, on learning and skills development. Many simply don’t know what career advancement opportunities exist, with 65% unsure of how to progress. 

Career growth is often communicated informally, leaving many employees without clear guidance. This lack of awareness affects some groups more than others—especially women, early-career professionals, and those with alternative educational backgrounds. When career pathways depend on informal channels rather than structured communication, too many frontline employees are at risk of falling behind.  

This challenge also looks different across industries. In healthcare and the public sector, ongoing training is often required for certifications, but employees still want to grow beyond their current roles. In industries where formal training is not required, access to skill-building is even more limited. 

For example, many frontline employees in the U.S. earn less than $22 an hour. Career growth isn’t just about promotions; it’s a path to financial security. At this wage level, many may juggle multiple jobs or struggle to cover basic expenses—according to the UKG global frontline workforce study, 64% of frontline employees live paycheck to paycheck—making skills training feel out of reach. Not because they lack ambition, but because survival takes priority. 

That is why employer-supported learning, paid training, and clear career pathways aren’t just nice to have—they’re essential. If organizations want to retain and grow their workforce, they must invest in real, accessible opportunities that recognize the financial and time constraints frontline employees face. 

Using Data to Understand Workforce Needs 

So, how can organizations close the skills gap? It starts with understanding employee needs and barriers. A Lighthouse Research & Advisory study found that 72% of employers acknowledge a lack of visibility into skills creates a cost burden, though only 45% track skills gaps and integrate them into their talent strategies. HR leaders must align skills strategies with business objectives while truly listening to employees. 

Employee surveys provide useful insights, but they should not be the only tool. Focus groups, one-on-one interviews, and real-time data offer deeper perspectives, especially for frontline staff who may not engage with traditional corporate feedback. Employers also cannot assume their perception of available resources matches employees’ lived experiences.  

For example, an employer might say, “We offer plenty of learning opportunities,” while a frontline employee might respond, “I don’t have time to take these trainings during my shift, and I can’t afford to do them unpaid.” Without direct input, companies risk overlooking real barriers to employee growth and miss key data points needed to make proactive decisions.