Frontline workers are the backbone of every business — yet they’re also among the most burned out. According to a recent UKG study across 10 countries, 76% of frontline employees report feeling burned out, leading to more mistakes, lower productivity, and frequent absences. Interestingly, the study found that frontline workers using AI experience lower burnout rates than those who don’t — but only one in three currently use it.
As Corey Spencer, Vice President of AI at UKG, puts it: “When AI is deployed with a people-first focus, it doesn’t feel like technology — it feels like solving problems.” The challenge for managers today is clear: how can they use AI to empower, not replace, their teams? Here are three actionable ways managers can use AI to help reduce frontline worker burnout while boosting engagement and trust.
For many employees, fear of AI isn’t really about the technology — it’s about uncertainty. The UKG report revealed that 65% of workers fear AI-skilled colleagues could take their job, and a third would quit if forced to use AI in ways that don’t make sense. The root cause? Poor communication and lack of training.
As a manager, your role is to set the tone and clarify expectations. Be transparent about your company’s AI adoption plans and how employees can safely incorporate AI into their work. If your organization doesn’t yet have an AI policy, take initiative — partner with HR or leadership to create one. You can also bring in trainers, share AI education resources, or request reimbursement for online courses. Clear, proactive communication reduces fear and builds confidence.
Another major factor in burnout is career uncertainty. Nearly half of the frontline workers surveyed are already taking steps to “future-proof” their jobs through extra projects or self-learning. Managers can channel that energy in productive ways by connecting learning efforts to real opportunities for promotion, raises, or skill-based recognition.
Discuss how AI fits into your team’s career paths. If your organization is still early in AI adoption, encourage foundational learning without overwhelming employees. On the other hand, if AI is a key business priority, guide your team toward AI literacy and show how those skills lead to advancement. Helping your team see AI as a career enhancer—not a threat—can transform anxiety into motivation.
The UKG study found that frontline employees trust AI most for improving their daily work experience. For example, 81% would use AI to find company policies, 79% for benefits and training recommendations, and many for performance or scheduling assistance. Managers can leverage these insights to advocate for AI tools that make work easier, not harder.
If your company hasn’t adopted AI for internal processes yet, propose pilot programs or share research like UKG’s findings with leadership. Use AI yourself to streamline team communication, automate administrative tasks, and provide more personalized feedback. Doing so not only helps your team work smarter and feel supported, but also builds your own expertise as an AI-empowered leader.
AI is no longer optional — it’s becoming essential to how teams operate. But the difference between burnout and breakthrough lies in how managers implement it. When managers use AI to reduce workload, clarify growth paths, and strengthen trust, they turn a potential stressor into a source of empowerment. In 2025, the most successful leaders won’t just manage technology — they’ll lead people through it.
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