The nature of frontline work is changing. That means the way we define, design, and hire for it needs to change too. For years, job design has been built around static task lists. But as automation, customer expectations, and omnichannel strategies reshape the frontline, those tasks are no longer fixed. They are fluid.

This shift isn’t happening in isolation. In corporate environments, many organizations have already begun reengineering professional roles around skills and capabilities. Companies like Unilever and Deloitte are moving away from rigid job titles and toward skills-based operating models that allow talent to flow across projects, functions, and business priorities¹.

Now, that same transformation is reaching the frontline.

Today’s frontline workers are no longer just executing tasks — they are operating technology, solving problems, and delivering brand-defining experiences. According to McKinsey, 39% of frontline workers’ existing skillsets will be transformed by 2030, and leading employers are responding by redesigning roles to reflect this shift².

At AMS, we are helping clients reimagine frontline roles by:

• Re-engineering tasks to reflect what can be automated, augmented, or elevated
• Redesigning roles around capabilities like adaptability, digital fluency, and emotional intelligence
• Embedding skills-based models into hiring, onboarding, and workforce planning

The result is a workforce that is not only fit for today but ready for what is next.

As the lines between human and digital work continue to blur, the question is no longer what people do, but what they’re capable of becoming. Are your talent models keeping up?

1. Skills-based organizations | Deloitte Insights
2. Frontline talent innovation for future workforce success | McKinsey