A significant disconnect between HR decision-makers and the UK’s desk-free workforce threatens to undermine productivity, increase turnover costs, and potentially violate upcoming employment legislation. New research from OneAdvanced reveals that while HR leaders believe their reward strategies are working, frontline employees delivering essential services tell a very different story.

The report, titled "A disenfranchised workforce: The distorted reality threatening your business," highlights how this misalignment could be costing businesses both financially and operationally, especially as the Employment Rights Bill approaches implementation.

The most alarming finding reveals a fundamental misunderstanding about what drives retention among desk-free workers: 56% of desk-free workers say better pay would improve retention while only 20% of HR Directors share this view.

This dramatic 36-point gap suggests HR leaders may be investing in retention initiatives that miss the mark for their frontline workforce, potentially wasting resources while failing to address the primary driver of turnover.

Similar disconnects exist around basic compensation perceptions: Only 59% of desk-free workers believe they’re paid fairly, 80% of HR leaders think their desk-free workforce is paid fairly and 92% of senior executives believe desk-free workers receive fair compensation.

According to Anwen Robinson, SVP at OneAdvanced, "These findings show that while many HR leaders have good intentions, they risk missing the mark on what really drives engagement, retention, and productivity on the ground."

The research also reveals concerning blind spots regarding workload management. While 75% of desk-free workers report feeling overworked and only 60% of HR Directors recognise this as an issue. This indicates many organisations may be pushing their frontline workforce toward burnout without realising it, creating conditions where even well-designed reward packages cannot compensate for unsustainable working conditions.

Even the best reward strategies can fail when poorly communicated. While 90% of C-suite executives believe performance expectations are clearly communicated
only 67% of desk-free workers agree their expectations are clear. 10% of frontline workers report often not knowing what’s expected of them.

All this suggests many workers may not understand how to earn available incentives or may feel unfairly evaluated against unclear metrics—diminishing the motivational impact of existing reward structures.

Employment Rights Bill: Potential Unintended Consequences

The upcoming legislation adds further complexity to reward strategy development. The study showed that 50% of desk-free workers welcome the end of zero-hours contracts,

47% of HR leaders say they rely on such contracts to manage costs and 53% of HR Directors indicate they may avoid hiring inexperienced workers in response.

HR leaders may be planning defensive workforce strategies that could restrict opportunities for younger or less experienced workers—potentially creating longer-term talent pipeline problems while attempting to manage short-term costs.

The financial implications of misaligned reward strategies are substantial. With 56% of desk-free workers indicating pay as a key retention factor, organisations that fail to address this priority face increased recruitment costs as experienced workers leave, alongside lost productivity during onboarding periods, higher training expenses, potential compliance costs as the Employment Rights Bill takes effect, and reputational damage.

As the Employment Rights Bill reshapes UK employment practices, organisations have a critical opportunity to reimagine their reward approaches for desk-free workers. Success will require HR leaders to challenge their own assumptions, listen more carefully to frontline feedback, and develop compensation strategies that reflect the actual—not imagined—priorities of this essential workforce.