Mental Health and Wellbeing for Frontline and Deskless Workers in the USA: A Report for Business Leaders and HR Teams

Executive Summary 

Frontline and deskless workers – those in roles without consistent access to desks or digital communication tools – comprise a significant portion of the U.S. workforce. Of the total US workforce of about 167 million, it is estimated that 50 – 60 million can be considered frontline workers. These are workers who have direct customer-facing or hands-on roles and typically are not working from home or in offices. The major industries containing significant numbers of frontline workers include Healthcare and Social Assistance (21.5 million), State and Local Government (19.9 million), Leisure & Hospitality (16.6 million), Retail Trade (15.6 million), and Manufacturing (12.9 million). These and other sectors having a large percentage of frontline workers collectively account for over 100 million workers in the US, but not all of them are frontline workers. Conservatively, there are at least 50 – 60 million frontline workers, but some estimates are as high as 75 – 80 million. Whatever the precise number, frontline workers represent a large and important component of the US workforce. 

These workers often face unique challenges that impact their mental health and wellbeing and heightened exposure to stressors. This report examines the nature of stressors that face frontline workers, delves into the importance of addressing mental health among these workers, presents current data and research on the issue, and offers actionable recommendations for leaders and HR teams to foster a supportive work environment for their frontline workers. It is intended to serve as a resource and catalyst for discussion and action in organizations who are working to support the mental health and wellbeing of their frontline staff and their families. 

Common Stressors for Frontline Workers 

Frontline workers face a unique set of stressors due to the nature of their roles, which often involve high physical demands, emotional labor, little flexibility, and limited autonomy. Here are some of the most common stressors: 

Heavy Workloads and Time Pressures 

Frontline workers often must perform in fast-paced environments like food service, retail, and healthcare that also tend to be understaffed – raising the pressure on these workers. Additionally, they are often expected to work excessive overtime and tolerate changing and unpredictable work schedules. 

Physical Demands 

Frontline roles are often constructed to require workers to spend long hours on their feet, carry out repetitive tasks, and are subject to heavy lifting and other significant physical demands. Manufacturing, warehousing, and construction all can be quite physically taxing and subject workers to heightened physical stress and potential injuries. Additionally, many work environments in frontline worker-dominated industries are characterized by extreme noise, temperature extremes, adverse weather conditions, and exposure to dangerous and potentially hazardous materials. 

Emotional Labor 

Frontline workers are often subject to challenging and difficult interactions with members of the general public which can lead to stress, confrontation, and even physical danger. Workers in retail, healthcare, public safety, and more have all been faced with angry or aggressive customers, patients, or citizens. Frontline workers in these situations are faced with the challenge of suppressing their own feelings and emotions – which can lead to resentment and frustration. 

Lack of Control and Autonomy 

Many frontline workers possess limited decision-making ability at work, and normally have to abide by rigid work schedules, locations, and processes. Many employers of frontline workers feel the need to set and enforce strict, uniform, and inflexible rules, policies, and procedures to maintain consistency in employee management. While this generally benefits the employer, it offers little accommodation for individual frontline workers who desire or require more flexible arrangements. 

Job Insecurity and Low Pay 

Frontline roles are usually lower wage and hourly roles. They can offer employees fewer, or no benefits compared to professional or salaried workers. Other benefits like parental leave, paid time off, caregiving, and mental health support may not be available to frontline workers. Finally, these workers are constantly concerned about consistency in working hours and weekly earnings, often having to manage their finances on the fly as their take-home pay can vary considerably week-to-week. 

Health and Safety Concerns 

Many frontline roles are in industries that can present potential hazards and safety risks. This was especially prevalent during the COVID-19 pandemic where many frontline workers were not afforded the ability to work remotely or from their homes. So many of these workers simply had to put their personal health and safety concerns aside in order to fulfill their job duties. Healthcare, sanitation, forestry, commercial fishing, and public safety are just some of the industries exposing frontline workers to health and safety risks. 

Lack of Recognition 

Feeling undervalued, overlooked, and not adequately recognized for their work are common issues facing many frontline workers. This can lead to dissatisfaction, disengagement, and more willingness to leave their organizations in search of only marginal improvements in working conditions, compensation, or perceived reduction in stress. Organizations like Workhuman have published extensively about the impact and importance of recognition for all workers – including frontline and deskless employees. 

Work-Life Imbalance 

Frontline workers often must accept irregular and unpredictable schedules and long working hours that can interfere with personal time, family obligations, and in many cases, additional jobs they must take on in order to get by. Many of these workers only receive their work schedules with just a day or two advance notice. This makes it exceedingly difficult for them to manage their other obligations outside of work – school, caregiving, even a second or third job. These challenges add to worker stress levels and can impact their overall well-being. 

In summary, frontline workers face a distinct set of stressors that can significantly impact their mental health. One of the most pervasive challenges is the high workload and time pressure, often exacerbated by understaffing and unpredictable schedules. These workers frequently endure physically demanding conditions, such as long hours on their feet, repetitive tasks, and exposure to environmental hazards. Emotional labor is another major stressor, as frontline employees must often manage their own emotions while dealing with difficult or distressed customers, patients, or clients. Compounding these pressures is a general lack of control over their work environment, with limited autonomy and rigid management structures. Many frontline roles are also characterized by low wages, minimal benefits, and job insecurity, which can contribute to chronic financial stress. Health risks, highlighted during the COVID-19 pandemic, remain a concern, particularly in healthcare and public-facing roles. Additionally, a lack of recognition and limited opportunities for advancement can leave workers feeling undervalued. These factors, combined with irregular hours that disrupt personal and family life, create a complex web of stressors that uniquely affect the mental well-being of frontline employees.

The Importance of Addressing Mental Health for Frontline and Deskless Workers 

Mental health and wellbeing are no longer secondary concerns for businesses; they are foundational to the success and sustainability of any people strategy. This is particularly true for frontline and deskless workers, who represent the majority of the U.S. workforce and who experience higher-than-average rates of burnout, stress, and mental health issues. Despite this, their needs are often underserved by traditional employee wellness programs that are better suited to desk-based, in roles that are less physically demanding, and constantly connected digital employees. For leaders and HR professionals, understanding the importance of mental health among these workers is critical. This is true not only from a moral, “right thing to do” standpoint, but its importance is also paramount for driving business performance, operational safety, and workforce resilience. 

Organizational Impact: Productivity, Retention, and Safety 

When mental health challenges go unaddressed, the consequences impact the entire organization. High levels of stress, anxiety, and burnout, which are prevalent among frontline workers, are closely linked with absenteeism, reduced productivity, and higher rates of turnover. A fatigued or mentally distressed employee is less engaged, more prone to errors, less likely to provide top-quality customer service, have a greater chance of accidents and injury, and is less able to contribute positively to the team. For employers, this means lost productivity, higher recruitment and training costs, increased health and benefits expenses, and missed revenue opportunities. 

Moreover, mental health challenges in the workforce present some serious implications for workplace safety. Many frontline workers are engaged in physically demanding or hazardous roles such as in manufacturing, construction, retail, and logistics where lapses in attention or judgment can result in injury or even death. Poor mental health highlights these risks. Chronic stress and emotional fatigue impair cognitive performance and can increase the likelihood of accidents. In these environments, mental health is not a peripheral issue – it is a direct factor in ensuring a safe and compliant workplace. 

For HR and business leaders, thinking beyond performance and safety issues and facing challenges with the retention and productivity of deskless workers are increasingly important concerns. Many frontline workers report feeling undervalued, isolated from leadership, and lacking the kinds of professional development opportunities and wellness benefits available to office-based and other professional workers. These sentiments are often combined with the physical and emotional toll of their jobs and can drive increased and unwelcome attrition. According to multiple industry surveys, excessive work hours, insufficient income, and lack of respect or recognition are among the top stressors contributing to turnover among these employees. Addressing mental health is therefore a core retention strategy that directly impacts business continuity and service quality. 

Ethical Responsibility and Equity in the Workplace 

Beyond productivity metrics and operational outcomes, supporting mental health in frontline environments is a moral and ethical imperative. Deskless workers have long been excluded from many of the privileges afforded to white-collar employees, such as remote work flexibility, mental health days, or access to digital self-care tools. This disparity has widened the wellbeing gap between frontline and corporate workforces, raising serious questions about equity and inclusion. 

The COVID-19 pandemic and subsequent labor shortages further spotlighted the essential role of frontline workers – and highlighted their vulnerability. Many remained on the job during lockdowns, exposed to heightened health risks and family and community stressors. Today, they continue to bear the brunt of inflation, worries over job security, caregiving responsibilities, and housing instability. While the public narrative around the heroism of essential workers has waned, their lived reality largely remains unchanged. Organizations that truly value their employees must reflect this in how they address mental health at every level of the organization – not just among those with access to corporate intranets and ergonomic chairs. 

Supporting the mental health of deskless workers is truly also a matter of workplace dignity. Every employee deserves to feel safe, respected, and supported in their workplace, regardless of whether they sit at a desk or stand on a factory floor. When leaders create an environment where it’s safe to talk about mental health, they send a powerful message: that every person’s wellbeing matters and that no worker should be left behind. 

Current Landscape: Data and Research 

Understanding the mental health challenges of frontline and deskless workers begins with examining the scope and nature of the problem. These workers, who include individuals in healthcare, retail, manufacturing, hospitality, warehousing, and transportation, among others,face a confluence of stressors that significantly impact their mental wellbeing. Recent research paints a clear and urgent picture: mental health struggles among this population are widespread, under-supported, and too often overlooked by traditional workplace programs. 

The Scope of the Problem: High Rates of Stress, Anxiety, and Depression 

Mental health challenges are pervasive across the U.S. workforce, but they are particularly acute among frontline employees. A growing body of data shows that these workers are experiencing elevated rates of psychological distress. According to meQuilibrium’s 2023 Mental Wellbeing Study, frontline workers report anxiety levels that are 33% higher than their non-frontline counterparts. Depression among frontline workers is also significantly more prevalent, 61% higher in fact, reflecting the cumulative burden of long shifts, physically demanding work, financial instability, and lack of control over schedules. 

These findings echo in other large-scale surveys. A 2024 report by Quinyx found that nearly two-thirds (66%) of frontline workers in the U.S. said they regularly experience work-related stress. Top contributors to this stress include inadequate compensation, unpredictable or excessive work hours, limited communication with managers, and feeling underappreciated. Many respondents also cited a lack of rest and recovery time as a key driver of burnout – a chronic condition now recognized by the World Health Organization as a legitimate occupational syndrome. 

Particularly concerning is the feedback from workers in sectors like retail, food service, and long-term care, where staffing shortages and increased demand have become the norm. These sectors have seen compounding pressures in the aftermath of the COVID-19 pandemic, and many workers continue to operate in high-stress environments with minimal psychological support. The effects are not only personal but organizational: businesses face high absenteeism, disengagement, and turnover as a result of this mental health strain. 

Barriers to Accessing Mental Health Support 

Despite widespread need, frontline and deskless workers often face significant obstacles in accessing mental health care and wellness resources. One major barrier is the lack of awareness and accessibility. Research from Mercer and HR Dive shows that while many companies offer mental health benefits, 85% of frontline employees do not use them. This low utilization rate stems from several factors: workers may not be aware that these benefits exist, may not understand how to access them, feel like there may still be some stigma associated with accessing mental health resources, or may be unable to use them due to shift timing, location, or lack of internet access during work hours. 

The format and communication of benefits is another major issue. Most HR systems and wellness communications are designed for office-based employees with regular email access and time to browse benefit portals. In contrast, deskless workers, many of whom are on their feet, in the field, or engaged in customer-facing roles, often miss these messages entirely. This creates an information gap that further isolates these employees from help and resources. A study from SHRM highlights that traditional channels like emails or HR portals are rarely effective for frontline workers, who instead need mobile-first, face-to-face, or supervisor-delivered communication models. 

Stigma and cultural factors also continue to suppress help-seeking behavior. In many blue-collar and service-oriented professions, mental health is still a taboo subject. Workers may worry about being perceived as weak, unreliable, or unfit for duty if they admit to struggling emotionally. Others may come from cultural or generational backgrounds where mental health is not openly discussed or where seeking professional help is seen as a last resort. This stigma is especially pronounced among male-dominated workforces, such as in construction, trucking, and law enforcement, where notions of toughness and self-reliance remain deeply entrenched.

A Gap Between Need and Action 

Together, these trends highlight a stark and persistent gap between the growing mental health needs of frontline workers and the current systems and solutions available to support them. While employers may have good intentions, the one-size-fits-all model of corporate wellness does not translate to the realities of a frontline workforce. And the result is that the workers most vulnerable to stress, anxiety, and burnout are the least likely to receive support. 

There is also a significant business cost to inaction. Unaddressed mental health issues drive absenteeism, presenteeism (when employees show up but are not fully productive and high functioning), and preventable turnover. For industries already grappling with labor shortages, retention challenges, and safety concerns, these outcomes are particularly damaging. Without proactive strategies and tailored interventions, organizations risk not only the wellbeing of their workforce but also their ability to meet customer expectations and maintain operational continuity. 

In sum, the current research underscores the pressing need for a paradigm shift in how employers view and support the mental health of frontline and deskless workers. The data is clear: this population is struggling – and traditional benefit structures and support mechanisms are not meeting them in this moment. The next section of this report will focus on what organizations can do to bridge this gap through targeted, inclusive, and practical actions. 

Actionable Recommendations for Leaders and HR Teams 

Creating a mentally healthy workplace for frontline and deskless workers requires more than just offering a benefit—it demands an intentional, inclusive, and well-communicated strategy that fits the unique contexts in which these employees live and work. For leaders and HR professionals, the opportunity is not only to mitigate risk and improve workforce outcomes, but also to build a more human-centered workplace culture where every worker, regardless of role or location, feels supported and valued. 

Below are evidence-based, practical, and accessible recommendations designed to help organizations address the mental health needs of frontline and deskless employees.

Make Mental Health Tangible, Visible, and Culturally Normalized

The first step in any workplace mental health strategy is reducing stigma. In many frontline environments, mental health remains a taboo topic—often viewed as a personal problem or a sign of weakness. To overcome this, leaders must take active steps to normalize mental health conversations. 

This can include training supervisors and frontline managers on how to recognize signs of distress, how to respond with empathy, and how to refer employees to appropriate resources. Equally important is the role of executive leaders and senior managers in modeling vulnerability and openness around mental health. When leaders talk openly about stress, burnout, or the importance of taking time off to recharge, it sets a cultural tone that helps others feel safe doing the same. 

Companies like Tyson Foods and Starbucks have taken notable steps in this direction, integrating mental health into leadership training and company communications to reduce stigma and normalize usage of benefits. Employers should also celebrate and reward wellbeing-focused behavior—such as taking mental health days or using support resources—rather than subtly penalizing it.

Reimagine Communication Channels for a Deskless Workforce

Traditional wellness campaigns often fail to reach frontline workers because they rely on digital platforms that are inaccessible during work hours or on devices not provided by the employer. To close this gap, organizations should adopt a communication strategy that is mobile-first, multilingual, and tailored to the flow of frontline work. 

This might include distributing information via text message, using digital signage in break rooms, sharing wellness updates during shift meetings, or embedding mental health resources into scheduling and payroll apps that workers already use. Employers can also equip frontline managers with scripts and training to discuss wellness during one-on-one check-ins. 

Importantly, communication should be two-way. Employers should seek regular feedback from deskless workers on how they’re feeling, what challenges they’re facing, and what kind of support would help. Pulse surveys, anonymous suggestion boxes, and facilitated listening sessions can all provide insight and reinforce a sense of inclusion and respect.

Expand Access Through Flexible, On-Demand, and Embedded Mental Health Resources

Access remains one of the largest barriers to mental health support for frontline workers. To overcome this, companies should invest in flexible and low-barrier support options that meet workers where they are. 

On-demand mental health apps such as Ginger, Headspace for Work, Lyra Health, Spring Health, and Modern Health offer mobile-friendly platforms that allow employees to access therapy, coaching, and self-guided wellbeing tools without needing to schedule time off or navigate complex benefit systems. These platforms can be especially useful for shift workers who need 24/7 access. 

Some employers have even embedded mental health professionals onsite or partnered with third-party providers to offer in-person counseling sessions at the workplace—particularly in high-stress sectors like healthcare or food processing. For others, offering access to licensed mental health counselors via telehealth or through Employee Assistance Programs (EAPs) can be a critical lifeline. However, these programs must be communicated clearly, frequently, and in a culturally sensitive way, with an emphasis on confidentiality and accessibility.

Empower Managers with Tools and Responsibility

Frontline supervisors and shift managers are the most direct and frequent point of contact for deskless workers. They often have the greatest impact on employee morale—but are rarely trained or equipped to handle mental health concerns. Organizations should view manager training not as optional but as a core leadership competency. 

This training should include: 

• How to identify signs of stress, burnout, or crisis 

• How to respond with empathy rather than judgment 

• How to refer employees to the right support channels 

• How to set realistic work expectations that support wellbeing 

Providing managers with “wellbeing toolkits” and decision trees can make this easier. Managers should also have access to their own mental health resources, as they too are under pressure and play a critical role in setting the tone for their teams.

Design Work in a Way That Supports Wellbeing

Structural work conditions are among the largest drivers of stress for frontline workers—often more impactful than any single mental health benefit. Organizations must take a hard look at how work is organized, how schedules are created, and whether people have adequate time and resources to recover. 

This includes practices such as: 

• Ensuring predictable and fair scheduling to reduce financial and emotional strain 

• Offering adequate breaks and safe rest spaces during long shifts 

• Limiting excessive overtime and monitoring workloads 

• Allowing for paid time off that is genuinely accessible and free from stigma 

Retailers like Costco and grocers like Trader Joe’s have long outperformed their peers in retention and satisfaction due in part to scheduling practices and wages that support overall wellbeing. Investing in equitable scheduling technology or shift-swapping tools can provide flexibility without undermining operations.

Measure What Matters and Keep Mental Health on the Strategic Agenda

Finally, organizations should track the mental health of their deskless workforce with the same rigor and regularity they apply to safety or productivity metrics. Pulse surveys, utilization rates of wellness programs, employee feedback, and exit interview data can all offer valuable insight. But this information must be acted upon. 

Leaders should review mental health metrics quarterly and integrate them into strategic workforce planning. For example, if burnout or emotional exhaustion scores are rising in a specific facility or team, interventions—such as staffing adjustments, added break time, or access to support groups—should follow swiftly. 

Crucially, mental health must be a shared responsibility across leadership, HR, operations, and safety teams—not relegated to a single department. When wellbeing is treated as a business priority and resourced accordingly, organizations send a powerful message that people are their most valuable asset. 

Conclusion: A Call to Action for Supporting the Mental Health of Frontline and Deskless Workers 

Frontline and deskless workers are the essential backbone of the American economy. They care for the sick, stock our shelves, serve our meals, deliver our packages, manufacture our goods, and ensure our daily lives run smoothly. Yet despite their critical role, these workers face disproportionate challenges to their mental health. And these challenges have too often gone unacknowledged and unaddressed by traditional workplace wellbeing strategies. 

The data is clear: frontline workers are experiencing significantly higher rates of stress, anxiety, and depression than their office-based peers. These issues are driven by a combination of structural, environmental, and cultural stressors ranging from physically demanding jobs and erratic schedules to insufficient pay, high exposure to trauma, and a pervasive stigma around mental health. Many also face limited access to the benefits and resources that could help them cope, often due to outdated communication channels or a lack of organizational prioritization. 

This crisis is not just a personal one – it’s a business imperative. Mental health challenges among frontline workers contribute to higher absenteeism, lower engagement, increased safety incidents, and soaring turnover. In industries already grappling with labor shortages and customer service pressures, the cost of inaction is too great to ignore. 

But solutions and remedies are within reach. 

Organizations have the power and responsibility to redesign the employee experience in ways that genuinely support wellbeing. This starts with reducing stigma and making mental health a visible, normalized part of workplace culture. It requires rethinking how benefits are communicated and accessed, ensuring that deskless workers receive support through mobile-friendly, flexible, and culturally appropriate channels. It means training managers to recognize and respond to signs of distress, and designing jobs in a way that promotes dignity, recovery, and fairness. And above all, it demands sustained leadership commitment to measuring, funding, and embedding mental health as a strategic business priority. 

Addressing the mental health of frontline workers is not a one-time initiative. It is an ongoing journey of inclusion, care, and accountability. It requires leaders at every level – from HR teams and plant managers to CEOs and board members, to ask hard questions, listen to those closest to the work, and act with urgency and empathy. 

Now is the time to make this work a priority. 

To the leaders reading this report: Your frontline employees deserve more than gratitude or occasional recognition. They deserve support, dignity, and systems that care for their whole selves and not just their output. Investing in their mental health is not only the right thing to do, but it is also one of the most powerful levers that you have to build a stronger, more resilient, and more humane organization. 

Let this report be the starting point, and let your commitment be the catalyst for change. 

Find H3 HR Advisors entire 2025 Mental Health Collection here.