Frontline workers continue to report lower workplace satisfaction than office-based employees, even when they work in facilities designed specifically for their roles, according to new research from JLL. The findings raise questions about how effectively frontline environments, including scientific laboratories, support engagement, well-being, and long-term retention.
The analysis, based on JLL’s Workforce Preferences Barometer, identifies a persistent frontline workplace satisfaction gap across multiple sectors where on-site work is unavoidable. Scientific laboratories are among the frontline environments where satisfaction scores trail those of office workers, despite strong performance in productivity, safety, and workflow support.
Frontline workplace satisfaction reflects how on-site employees perceive their physical environment, scheduling flexibility, support systems, and opportunities for development. In laboratory settings, this includes technicians, analysts, educators, and other professionals whose roles depend on access to specialized equipment and controlled environments.
Why frontline workplace satisfaction lags in lab environments
The research shows that frontline workers generally feel supported in completing tasks and meeting productivity expectations. Most report that their workplace enables them to serve patients, students, or clients effectively. However, far fewer say they are very happy with their workplace overall.
In scientific laboratories, fewer than one-third of frontline workers report high workplace satisfaction. This gap persists despite investments in specialized infrastructure, ventilation systems, and compliance-driven design. The findings suggest that while labs are optimized for technical performance, they often fall short in addressing the human-centered factors that shape morale and long-term engagement.
Operational strengths versus human-centered gaps
Laboratory environments tend to excel in areas traditionally prioritized by laboratory workforce management, including:
- Supporting productivity and accuracy
- Enabling standardized, compliant workflows
- Maintaining safety and quality controls
At the same time, frontline workplace satisfaction declines when labs lack features that support the broader employee experience. The research highlights recurring gaps in:
- Access to professional development and skills training
- Opportunities for collaboration and social connection
- Spaces that support mental recovery during long or rotating shifts
- A sense of empowerment and inclusion in decision-making
These elements may not directly affect throughput, but they strongly influence retention and engagement, particularly in roles with limited scheduling flexibility.
Scheduling flexibility as an operational lever
One of the most relevant findings for lab manager operations is the role of schedule flexibility. Nearly half of frontline workers report wanting more flexible scheduling, yet access varies widely across sectors.
For laboratories operating extended hours, flexibility rarely means remote work. Instead, it centers on predictable scheduling, equitable shift distribution, shift-swapping options, and the ability to take time off on short notice. Improvements in time-based flexibility can enhance frontline workplace satisfaction without compromising coverage or turnaround times.
Burnout, retention, and AI readiness
The research identifies a burnout-retention paradox among frontline workers. While burnout levels are higher than among office workers, frontline employees are not more likely to leave. In laboratory settings, this may reflect specialized skill requirements, limited mobility, or fewer comparable employment options.
Technology adoption adds another layer of risk. Frontline workers report significantly less access to AI training than office-based peers. As laboratories introduce automation, digital workflows, and AI-enabled instruments, uneven training can increase stress and disengagement if lab managers do not account for frontline-specific learning needs.
Practical takeaways for lab managers
The findings point to several actionable steps for improving frontline workplace satisfaction in laboratory environments:
- Reassess shift structures to improve predictability and fairness
- Evaluate break areas, quiet spaces, and ergonomic conditions alongside safety requirements
- Allocate dedicated time and space for training tied to new technologies and automation
- Create visible pathways for recognition, skill development, and career progression
Closing the frontline workplace satisfaction gap does not require redesigning core lab functions. It requires aligning operational excellence with the human needs of the laboratory workforce that sustains it.
This article was created with the assistance of Generative AI and has undergone editorial review before publishing.
