The perception gap in logistics: Why desk-free workers feel overworked and undervalued

In collaboration with a third-party partner, we surveyed 800 individuals—including 500 desk-free workers, 200 middle managers, and 100 executive leaders. The findings highlight a growing gap in perceptions around pay, workload, communication, and career development. They also raise important questions about how well logistics businesses really understand the experiences and priorities of the people keeping their operations moving.

Are managers out of touch with the frontline reality?

One of the biggest issues is workload strain. 64% of desk-free workers in logistics say they feel overworked, struggling with scheduling and resourcing challenges. Yet half of logistics managers believe workloads are manageable — revealing a significant mismatch in how workplace pressure is perceived.

The problem doesn’t stop at logistics. Similar issues are cropping up across adjacent sectors, with 70% of distribution and 80% of wholesale workers also saying they feel the strain of unmanageable workloads.

The retention disconnect: What workers want vs. what managers think

When asked how to improve staff retention, 55% of logistics workers pointed to better pay and benefits. But just 38% of managers agreed. The gap is even wider in the wholesale and distribution industries, where only 26% of managers believed improved pay would make a meaningful difference to retention.

Meanwhile, 27% of logistics workers say they have no flexibility in their shifts or tasks. 19% of managers believe that’s the case — again showing a slight variation in perception versus actual flexibility on the ground.

Communication breakdown

Another area of misalignment is communication. While 92% of logistics managers believe workers are kept informed about business updates, a third of desk-free employees disagree. And when it comes to performance expectations, only 70% of these employees feel they’re clear, even though 88% of managers think they’re being communicated effectively.

The Employment Rights Bill: Mixed views

The new Employment Rights Bill has further stirred up a debate. Over half of logistics workers support the end of zero-hour contracts, but some (11%) still want them for the flexibility they offer. Managers, however, are largely focused on the financial implications, with 31% saying they may need to reduce headcount to offset the cost of regulatory changes.

Perhaps even more telling is the disconnect on technology: while 26% of wholesale managers blame overwork on poor tech, not a single desk-free worker said technology was the root issue — suggesting that decision-makers may be missing more fundamental operational problems.

Why this matters

These findings reveal a clear disconnect between logistics managers and their desk-free workforce, particularly around pay, workload, and career progression. While managers focus on operational efficiencies, workers are feeling overworked, undervalued, and stuck in roles with little flexibility or growth. If businesses continue to overlook these disparities, they risk higher staff turnover, reduced morale, and operational bottlenecks that could undermine productivity and profitability.

Key takeaways from the report

• 77% of logistics managers think pay is fair, but a third of workers disagree.
• 55% of workers say better pay would help with retention, while just 38% of managers agree.
• 70% of employees say performance expectations are unclear, despite 88% of managers believing otherwise.
• Desk-free workers value training and progression more than flexible shifts, contrary to some manager assumptions.

Time for change

With both legislations and workforce expectations evolving fast, logistics companies must rethink how they engage and support their desk-free employees. By aligning leadership perspectives with frontline realities, they can build stronger, more resilient teams — and create workplaces where everyone feels heard, supported, and empowered to succeed.

Want to learn more? Read the full report to explore further insights around how your organisation can start closing the gap between management and frontline staff.