Workplace Stories by RedThread Research

Frontline workers form the massive, beating heart of the global workforce, constituting up to 80% of all employees. But their enablement, experience, and upward mobility often remain quietly neglected. We sit down with J.D. Dillon, author of the upcoming Frontline Enablement Playbook, to dissect the persistent challenges these vital employees face and explore how organizations can better support and empower the often-overlooked deskless workforce.We discuss why frontline managers are structurally trapped, JD breaks down a hierarchy of frontline worker needs, and shares more about the essential role of connection—over traditional training—and why genuinely understanding, not "othering," frontline experiences is key to meaningful change. You will want to hear this episode if you are interested in...[00:00] How organizations support their managers[12:08] Understanding the frontline workforce[28:42] Improving employee retention strategies[36:39] Measuring impact on frontline work[40:33] Inviting in frontline employee feedback[48:40] Challenges faced by frontline managers[52:10] Supporting new managers effectively[57:07] AI tools for frontline employeesUnderstanding the Structural Trap for Frontline ManagersManagers are often tasked with driving outcomes, hitting KPIs, retaining staff, and resolving customer complaints, but can be denied the resources or authority necessary to actually effect change. Everything in organizations is pushed through managers, but the visibility and empowerment of frontline managers is substantially less than that of their corporate peers, making both their influence and recognition of their struggles far more limited. This leads to a burned-out, under-supported middle layer that directly impacts both employee engagement and business performance.Connection Over ContentTraditional strategies for improving frontline performance tend to default to more training or pressuring managers to be the catch-all for corporate initiatives. But this approach is not just incomplete—it may even be counterproductive. Instead of overloading managers with binders and leadership development modules, organizations should focus on fostering connection—especially enabling peer connections among frontline managers at different locations. Meaningful conversations, mentoring, and crowdsourced problem-solving trump content-driven learning. Managers, after all, best learn from each other’s lived realities, not generic directives.The Hierarchy of Frontline NeedsAt the core of Dillon’s framework is a hierarchy of needs for frontline workers:Livelihood – The basic requirement: fair pay and benefits, recognizing that for many, work is first and foremost about economic necessity.Stability – Reliable schedules, clear policies, and the ability to plan life around work.Community – A sense of belonging and connection with coworkers; the knowledge that one’s immediate work environment isn’t built around corporate KPIs, but relationships.Culture and Purpose – The “top” of the pyramid: tying individual roles to broader organizational purpose and values.Organizations often leap to culture-focused initiatives while neglecting the foundational layers. Without addressing pay, scheduling, and daily support first, those higher-order efforts rarely stick.Tensions, Trade-offs, and Small-Scale ChangeFrontline management must constantly navigate tensions such as being tasked with outcomes but denied the necessary authority, being pushed to develop staff but overwhelmed by daily operational issues, and being measured by metrics that don’t always reflect lived realities. JD believes that these tensions don’t have simple solutions; they have to be navigated, not "fixed".Large-scale, top-down changes are rare. Instead, incremental improvements, like investing in small process shifts, removing single pain points for managers, or fostering peer communities, can create real traction every shift. “Every shift counts, small shifts matter,” according to JD. Resources & People MentionedThe Frontline Enablement Playbook by JD DillonSapiens by Yuval Noah HarariConnect with Guest NameJD Dillon’s WebsiteJD Dillon on LinkedInConnect With Red Thread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn TwitterSubscribe to WORKPLACE STORIES

In this episode, we sit down with John Barrand, CHRO for the State of Utah, to discuss an inspiring transformation in public sector performance management. John led a bold effort to overhaul Utah’s performance management system—moving it from a culture of “adequacy” and silence to one focused on learning, growth, connection, and accountability. John shares how he and his team achieved legislative change requiring quarterly check-ins, implemented management training, and shifted the state’s mindset around performance and development. You will want to hear this episode if you are interested in...[01:16] Initial state of Utah’s performance management system[06:23] Value of continuous learning and curiosity in government [10:06] Defining the “why” for performance management in Utah[17:02] Risks and Resistance in Systemic Change[20:06] Quarterly employee check-ins initiative[25:59] Balancing fairness and measurement without alienating staff [34:28] Creation of a system-wide talent mobility program [40:01] Development of incentive structures and bonus allocations [44:22] Sustainability and future of the programPerformance Management is a Sector-Spanning ChallengePerformance management has a notorious reputation, often maligned as bureaucratic and misaligned. These challenges aren’t confined to just the private sector. Public organizations often face a wealth of bureaucracy and challenges that can inhibit transformation, compounded by a cultural tendency towards silence and an adequacy mindset.When John assumed his role in 2021 for the state of Utah, over 70% of employees had an “unknown” performance rating, and only 16% had received annual reviews. The pervasive culture of silence fostered disengagement and suspicion, and performance management, where it occurred, was simply about maintaining adequacy—a relic from nearly a century and a half of defensive bureaucracy.From Compliance to ConnectionThe first pivotal move was defining purpose. Clarity on the “why” behind performance management is crucial. For Utah, the why was growth: enabling employees to learn and grow while retaining top talent—shifting away from the punitive roots of performance management. As John says: “Employees don’t want feedback, they want connection. They don’t want evaluation, they want attention”.One of the new steps John took was to require quarterly check-in conversations with all employees. The effect was transformational: from just 16% of employees having annual reviews to 89% participating in four quarterly check-ins within the first year. This regular cadence broke the culture of silence, making communication a legal and cultural imperative.Overhauling the System: What ChangedWhere most organizations tinker at the edges, Utah’s public sector embraced bold, structural change. They implemented legislation for conversations, which included quarterly check-ins and annual reviews, demonstrating a high-level commitment to improving performance management.Only 30% of managers previously had any training, and now, over 87% have been developed in crucial skills such as feedback, resilience, and collaboration. Utah also funds performance management by reallocating cost-of-living adjustments and introducing performance-driven bonuses. Goals now consist of both output-aligned objectives and developmental “how” objectives, pushing employees to reflect on and improve their impact.Evidence of a Transformed CulturePerformance conversations have become increasingly meaningful. The organization saw a 40% increase in first-year exits for cause—not a sign of ruthless weeding out, but of identifying and addressing performance issues sooner, thereby improving overall health without a drop in retention. High-potential (HIPO) employee retention rates rose 16% above the general population, and newly calibrated bonus systems rewarded and motivated top talent. Utah’s success has garnered attention from major institutions—including Harvard and the London School of Economics—looking to distill lessons from its model. Resources & People MentionedUtah Governor's OfficeUtah LegislatureHarvard UniversityLSE HB0104GRIT Initiative      Connect with John BarrandJohn BarrandConnect With Red Thread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn TwitterSubscribe to WORKPLACE STORIES