Can Better Training Close the Engagement Gap for Frontline Workers?

Growth and development are at the core of every employee’s experience, and often, they’re a strong indicator of whether someone chooses to stay or go. However, not all employees feel the same sense of possibility within their organizations.

New data from the Center for Workforce Transformation’s Workforce Panel data – including responses from more than 3,000 employees – reveals how perceptions of career opportunities, recognition, and training vary depending on where and how people work. And while the differences are real, they also point to clear areas of opportunity.

Rather than a single gap between frontline and corporate employees, the data reveals a gradient of experiences across desk, deskless, and frontline roles. These differences echo findings from our earlier research on learning preferences, where employees consistently favored practical, personalized, and purpose-driven development opportunities. Understanding these distinctions — and what they mean for engagement — can help leaders better meet employees where they are and build a culture of growth that feels inclusive and actionable.

Who Sees Opportunity and Who Doesn’t?

The idea of growth looks different depending on where you sit. But nearly every indicator of career opportunity and development shows a consistent trend: frontline workers feel less optimistic, while desk workers report the strongest favorability.

• Only half of frontline employees say there are career opportunities for them at their organization, compared to nearly 7 in 10 desk workers.
• Just 45% of frontline workers say their manager regularly curates career growth opportunities, while 62% of desk workers say the same.
• Desk workers are 1.3x as likely to say they can achieve their career goals when compared to frontline workers.
• Recognition also follows a similar pattern: 70% of desk workers say their accomplishments are recognized when they do an excellent job, while only 56% of frontline employees agree.

But these differences don’t tell the full story. Nearly 7 in 10 frontline workers believe that all employees, regardless of job position, have an equal opportunity for growth and development. This suggests there is a solid foundation to build on. The challenge for leaders is to help make that belief more concrete through consistent, visible support.

How Does Training Impact Employee Engagement?

Employees’ confidence in their organization — and their future in it — is closely linked to whether they feel they’ve received the right training. Compared to employees who disagree, those who say they’ve been given the right training to be successful in their job today are:

• 6.3x as likely to be fully engaged,
• 3x as likely to feel like they belong at their organization, and
• 3.8x as likely to believe there are career opportunities at their organization.

This training effect holds across all roles, not just those at a desk. While perceptions of training are generally more positive among desk workers (72%), a solid majority of frontline (65%) and deskless (69%) employees still say they’re receiving the support they need for today’s job.

Yet fewer feel equally prepared for the future. Just 61% of frontline workers say they’re being trained to succeed long-term, compared to 71% of desk workers. That gap in forward-looking support can have ripple effects on confidence, retention, and performance.

What Role Do Teams Play in Shaping Development Culture?

While formal training programs and career development plans matter, everyday team dynamics play a powerful role in shaping how growth is experienced at work. Encouragingly, many employees already see signs of a strong learning culture in their day-to-day interactions, especially with their peers.

• Nearly 3 in 4 employees say their teammates regularly share knowledge to help one another learn.
• Desk workers are most likely to say their teams seek out skill-building opportunities (70%), but nearly 6 in 10 (57%) frontline employees say the same.
• 57% of employees say their manager actively identifies growth opportunities, and with stronger support for frontline teams (currently at 45%), organizations can create more equitable experiences.

This reflects an important strength: even when perceptions of formal development opportunities vary, many employees still feel supported by their teams and leaders. That shared commitment to growth, especially when supported by teammates and reinforced by managers, lays a foundation for continuous learning, no matter the work environment.

How Does Development Drive Retention and Recognition?

Learning opportunities don’t just prepare employees for the future; they also contribute to recognition and advancement. But those benefits aren’t being distributed equally.

• Desk workers are 2x as likely as frontline workers to say they’ve been promoted due to learning opportunities.
• Recognition from senior leadership follows a similar pattern: 64% of desk workers say they’ve been acknowledged, compared to just 46% of frontline employees.

These differences underscore the importance of visibility and access. It’s not just about offering growth opportunities; it’s about making sure employees know how to access them, see a path to apply what they’ve learned, and feel seen when they succeed.

How Can Organizations Design for Inclusive Growth?

The data tells a consistent story. Employees are most engaged when they see a future for themselves in their organization. That future is shaped by the training, recognition, and opportunity they receive along the way.

While the frontline experience may lag in some areas, the gaps are not so wide as to be insurmountable. Many frontline and deskless employees still express confidence in their ability to grow, succeed, and adapt. Organizations that invest in more equitable access to development — and that make opportunities visible across all roles — can unlock stronger engagement and retention at every level.

By treating growth as a shared priority, not just an individual responsibility, organizations can build a culture where development is woven into the fabric of the work.

What Actions Can Leaders Take to Close the Gap?

The opportunity gaps surfaced in this data don’t stem from a lack of ambition among frontline employees; they often stem from a lack of access. Leaders looking to build a more equitable and engaging development culture can start by addressing three key areas:

1. Make Growth Visible Across All Roles.
   Too often, development opportunities are communicated in ways that don’t reach frontline or deskless employees. Consider how and where you share information about training, mentoring, or promotion paths. Continuously evaluate whether those messages land with every employee, not just those behind a desk.
   
   
2. Invest in the Right Training for Today and Tomorrow.
   Effective training supports both immediate performance and long-term career mobility. Build programs that address daily role requirements, while also providing skills that open doors to advancement. That means budgeting not just for onboarding, but for continuous learning.
   
   
3. Recognize and Reward Learning Efforts.
   When employees build new skills, make sure those efforts are seen and celebrated. Recognition, especially from senior leaders, signals that growth is valued and tied to real advancement. When possible, tie development directly to tangible outcomes like promotions or expanded responsibilities.

By acting on these areas, organizations can move from intention to impact and make growth something every employee can see, access, and trust.

Ready to build more equitable development opportunities across your workforce? Schedule a meeting with our team to learn how data-driven insights can help you identify and close growth gaps for all employees. And don't miss our latest research and insights — subscribe to our blog for weekly updates on workforce transformation and employee experience.