Frontline employees, those in customer-facing or operations-critical roles, often experience significantly high turnover rates. In sectors like retail and hospitality, annual turnover can reach or exceed 60% on average. Such rampant attrition is more than an HR headache; it has tangible impacts on business performance. Every time a frontline worker leaves, organizations incur costs to recruit, hire, and train a replacement – expenses that can range from one-half to two times the employee’s annual salary. For a relatively low-wage frontline role, that could mean tens of thousands of dollars per person lost. High turnover also disrupts customer service and team productivity as remaining staff struggle to cover gaps, leading to burnout and further departures in a vicious cycle.
Business leaders and HR professionals across industries recognize that reducing frontline turnover is critical for stability and growth. The question is: how? While there is no single fix, one strategy has proven especially effective: investing in better training and development for frontline employees. Equipping employees with the skills, knowledge, and growth opportunities they need doesn’t just improve their performance, it also boosts their engagement and loyalty. In the following sections, we’ll explore why frontline workers leave, how targeted training and development can encourage them to stay, and what practical steps organizations can take to develop their frontline talent.
High turnover on the frontline carries a hefty price tag. Beyond the administrative costs of processing an exit and hiring a replacement, organizations lose productivity and institutional knowledge every time an employee walks out the door. Team morale can suffer as remaining workers shoulder extra duties and stress. If customer-facing roles are left unfilled or constantly staffed by inexperienced newcomers, customer satisfaction also takes a hit. In short, frequent turnover erodes operational stability and service quality.
From a financial perspective, numerous analyses have quantified the cost. Gallup estimates that replacing a departing employee costs anywhere from 50% to 200% of that employee’s annual pay. For example, losing a worker earning $40,000/year might cost $20,000 (in recruiting, onboarding, and lost productivity) on the low end – or up to $80,000 on the high end. In the retail industry specifically, one study found that retailers lose about $10,000 for each frontline worker who quits. These expenses add up quickly, eating into profits. For organizations with razor-thin margins or those in competitive markets, uncontrolled turnover can be a serious obstacle to success.
Clearly, reducing turnover provides a direct ROI by avoiding these costs. But the benefits go beyond finances – lower turnover means more experienced employees delivering better performance, stronger team cohesion, and a more consistent customer experience. Understanding this “true cost” underscores why retention, particularly of frontline staff, is a top priority for HR leaders and business owners alike. The next step is to examine why these employees are leaving in the first place.
Frontline roles – whether in retail stores, restaurants, call centers, or factory floors, are often demanding positions. They can be physically tiring, emotionally taxing (dealing with customers all day), and sometimes low-paying. It’s no surprise that factors like compensation and workload contribute to turnover. However, research shows that beyond pay, a lack of growth opportunities and inadequate support are among the leading reasons frontline employees quit. In other words, many frontline workers leave because they feel they’re in dead-end jobs with little training or chance to advance.
A recent analysis of retail employees, for instance, revealed that “a lack of career development” was the number-one reason frontline workers planned to leave, even ahead of uncompetitive pay. When employees see no path forward or feel their skills stagnating, their motivation and loyalty dwindle. Similarly, insufficient training can make daily work frustrating – if a new hire is thrown into a busy role without proper preparation, they are more likely to become overwhelmed and disengaged. It’s telling that organizations with poor onboarding processes are twice as likely to experience high turnover among new employees. Early missteps in training can plant the seeds of quick departures.
Another critical (and related) factor is the relationship with management. “People leave managers, not companies,” the adage goes, and there’s truth to it. Frontline employees who lack supportive, well-trained supervisors are prone to quit. In fact, 57% of workers have left a job specifically because of a poor manager. Unfortunately, many frontline managers never receive training in how to lead and develop their teams – about 66% of managers have not had any formal management training. Poorly trained managers may communicate poorly, fail to resolve conflicts, or offer little coaching, creating a negative work environment that drives staff away. This illustrates that “frontline training” needs to encompass leadership development as well as employee skills training.
Other common drivers of frontline turnover include burnout from understaffing, inflexible schedules, and feeling underappreciated. While some issues (like raising wages or improving schedules) require broader organizational changes, a unifying theme emerges: when employees feel unsupported and unable to grow, they disengage. The good news is that strategic training and development programs can directly tackle many of these issues. By investing in employees’ skills and career progression – and in managers’ abilities to support their teams – companies address the root causes that push frontline workers out the door.
Training and development isn’t just about teaching job tasks – it signals to employees that they are valued and that the company is willing to invest in their future. For frontline staff, that message can be a game-changer. When workers have access to learning opportunities, new skills, and clear pathways to advance, they are far more likely to stay engaged and loyal to their employer. Multiple studies back this up: employees are considerably more likely to stay at a company that invests in their development. In one survey, an overwhelming 94% of employees said they would stay longer at a company if it simply provided opportunities to learn and grow. This showcases the power of development as a retention tool – almost everyone appreciates an employer that helps them improve and progress.
Conversely, lack of development is a proven flight risk. A study found 83% of workers who recently quit (or planned to) did so because they didn’t feel they were growing in their roles. Stagnation breeds resignation. Offering continuous training – whether through workshops, e-learning, coaching, or stretch assignments – keeps employees challenged and shows them a future within the organization. It also builds their confidence and competence, making day-to-day work more satisfying. An employee who feels capable and supported is less likely to become frustrated and start looking for a new job.
Providing development doesn’t just prevent negatives; it creates positives. Companies with strong learning cultures report significantly higher retention rates – in fact, retention rates can rise 30–50% at organizations that prioritize training and development. Part of this is due to higher engagement: when people are building skills and advancing, they’re more engaged in their work. Highly engaged teams have substantially lower turnover than disengaged teams (by up to 43% lower, according to Gallup). Engaged employees bring more energy and loyalty, forming a stable workforce.
Moreover, training and upskilling frontline employees often opens pathways for internal promotions, which further boosts retention. If a retail associate or plant worker can see a clear ladder to shift supervisor, manager, and beyond – supported by training at each step – they have a strong incentive to stay and pursue that career growth rather than leave for a new employer. In essence, development programs transform frontline “jobs” into meaningful careers, increasing employees’ sense of purpose and commitment. All these factors combine to make training and development one of the most powerful levers in reducing turnover. The next section looks at how organizations can put this into practice with effective strategies.
Investing in training only pays off if the programs are well-designed and relevant to employees’ needs. Below are several key strategies and best practices to strengthen frontline training and development, thereby improving retention:
By implementing these strategies – from the initial onboarding to ongoing upskilling and managerial training – organizations create an environment where frontline employees can thrive. It transforms the frontline experience from a static, entry-level job into a dynamic career journey. The following examples illustrate how some companies have put these ideas into action and reaped impressive retention benefits.
Companies across industries have demonstrated that prioritizing frontline training and education leads to lower turnover. One notable example comes from the retail sector. According to a McKinsey study, a large retailer that invested in college-level courses and skills certification for its frontline employees found that participants were four times more likely to stay with the company compared to those who did not participate. By enabling employees to earn credentials and learn new skills, the retailer not only improved its workforce capabilities but also significantly boosted loyalty – a clear win–win. This case highlights how offering formal development (even beyond the immediate job requirements) can enhance retention in high-turnover environments like retail.
Another real-world case is Starbucks and its approach to frontline (or “partner”) development. Starbucks has long been known for offering robust training and benefits to its baristas and shift supervisors. For instance, Starbucks’ College Achievement Plan – a program that covers tuition for employees to earn a bachelor’s degree online – has had over 10,000 frontline employees graduate with degrees (with a goal of 25,000 graduates by 2025. This kind of educational benefit clearly signals an investment in employees’ long-term growth. Starbucks reports that, after implementing various partner investments in pay, training, and scheduling, its hourly turnover rates have dropped below pre-pandemic levels. In an industry (food service) notorious for high churn, Starbucks’ experience shows that providing training, career development, and education opportunities can substantially improve retention. Employees are more likely to stay when they feel the company is genuinely interested in their future success.
The manufacturing sector offers another perspective. Facing skilled labor shortages, many manufacturers have doubled down on training their existing workforce. In fact, 70% of manufacturers have launched new internal training programs to upskill employees, and 75% of those report improvements in productivity, promotion rates, and morale as a result. While this statistic speaks to outcomes like productivity, morale and promotion from within are directly tied to retention – higher morale means employees are happier and promotions mean they are staying to grow into higher roles. These improvements suggest that even in traditionally high-turnover fields, a focus on employee development yields a more stable, engaged workforce.
From tech giants to small businesses, the theme is consistent: when you invest in developing your people, they are more likely to invest their careers with you. Whether through formal education programs, structured career paths, or on-the-job skill building, training is a proven strategy to reduce the revolving door on the frontlines.
High turnover is not an inevitable cost of doing business, it is a challenge that organizations can meet with the right strategies. As we’ve explored, one of the most effective ways to combat frontline turnover is by empowering employees through training and development. For HR professionals and business leaders, the takeaway is clear: treat your frontline staff not as interchangeable workers, but as growth-worthy talent. When employees see that you are willing to invest in their skills and future, they reciprocate with greater loyalty, engagement, and performance. Reducing turnover, then, isn’t about one-off retention perks or empty slogans about “people first.” It’s about building a culture of continuous learning and support, starting from the newest hire up through the frontline manager ranks.
Of course, training and development alone won’t solve every turnover issue – factors like pay, workload, and work-life balance also play significant roles. However, a commitment to developing your frontline employees often goes hand-in-hand with addressing those areas (for example, companies that prioritize training usually also focus on better communication, fair advancement, and employee wellbeing). By prioritizing frontline growth, organizations signal that they value their people as more than just today’s labor. This fosters a sense of purpose and belonging that is crucial for retention, especially in roles that can otherwise feel thankless or transitory.
In the end, reducing frontline turnover requires a balanced approach, but training and development should be at the center of that strategy. It’s an investment that pays dividends in the form of skilled, committed employees who choose to build their careers with you rather than elsewhere. For any organization struggling with constant churn in critical frontline positions, the message is: invest in your people’s growth – and you’ll likely find them sticking around to grow with your company.
