What specific practices create a performance-driven culture for frontline workers? A lot has been said about the importance of frontline workers, but few organizations truly understand how to best manage their performance and where to begin.

RedThread Research’s study, Frontline Workers: Creating a Performance-Driven Culture, explores the nuances of performance management for frontline workers and examines the specific practices that high-performing organizations use to help them perform better.

The power of how we experience a company, brand, or product is often in the hands of a select group of people. Your perception of the product and how well it was made influences your satisfaction with it.

Frontline workers influence our experience as customers.

As markets become more aggressive, as companies offer abundant choices, and as customers become more informed – organizations are relying more heavily on customer experience as a competitive advantage. Frontline workers are at the center of this intensifying spotlight: They’re no longer just cogs in a machine – they’re crucial players in the growth engine.

However, organizations face challenges when it comes to their frontline workforce. In fact, our initial literature review identified 3 main issues:

• Turnover
• Reskilling
• Empowering workers

Bottom line: The performance of those on the frontlines matters and companies are taking notice. Organizations find themselves asking: How can we ensure that our frontline workers are engaged, skilled, and have what they need in order to meet the needs of our customers?

To provide a bit of clarity on this question, we took a deeper look at the practices that organizations use to help their people perform. This research is a continuation of our recent study, The Makings of Modern Performance Management. This report provides more insights into the differences and opportunities between frontline workers’ performance and other types of workers. Specifically, this report addresses:

• Differences between frontline workers and other types of workers in how they experience performance practices
• 3 areas of focus to use culture as a performance lever
• 7 practices that high-performing organizations use to create a performance-driven culture
• Ideas and relevant tips to bring these practices to life in your organization

We encourage you to download and read the full report by clicking the image below.