Why passenger transport leaders must rethink what desk-free workers really value

According to our latest research, there’s a growing disconnect between what these workers actually value and what their managers think they value. And that misalignment could be costing the industry both talent and trust.

What our research found

Our new report – ‘A Disenfranchised Workforce: The Distorted Reality Threatening Your Business’ – was created after we collaborated with a third-party partner to survey more than 800 people across UK organisations that employ desk-free staff. In the passenger transport sector, the findings were striking:

• Flexibility matters just as much as pay: 38% of desk-free workers said that flexible shift patterns were just as important as increased pay when it comes to staying in a job. But only 24% of leaders recognised flexibility as a key factor in retention.
• Workload pressures are rising: A huge 75% of workers in passenger transport said they feel overworked. Many blamed poor shift planning and high sickness absence – yet more than half of leaders (53%) said they believe workloads are manageable.
• Training isn't the fix: Only 4% of workers said more training would encourage them to stay in their role. However, 24% of managers pointed to training and development as a top retention strategy.

This reveals a clear pattern: while leaders may think they're offering support, the day-to-day experience of desk-free workers tells a different story.

The flexibility disconnect

The gap in perceptions around flexibility is one of the most revealing parts of the study. While 70% of managers believe their teams already have some flexibility, only 25% of employees agree. In fact, half say they’re tied to fixed hours with limited choice in tasks or schedules.

For an industry that relies heavily on shift work and predictable service delivery, offering flexibility can be challenging. But it’s not impossible – and it doesn’t necessarily mean rewriting contracts or reinventing the rota. Sometimes, small changes like more input into scheduling or better communication around shift swaps can go a long way.

Overwork is driving burnout

Three in four desk-free workers say they’re overworked – and a third of them link it to absence rates among colleagues. Another third blame poor planning. Yet very few leaders (just 12%) acknowledge that absence is creating this strain.

The result? Teams are covering for each other more often, taking on additional responsibilities, and feeling the pressure – all of which impacts morale and long-term retention.

What can leaders do differently?

Passenger transport is an industry that runs on trust, timing, and teamwork. But when leaders are out of step with what their workforce needs – particularly around flexibility and workload pressures – that trust breaks down.

So what’s the solution?

1. Listen closely: Understanding what really matters to desk-free teams starts with better listening – not assumptions.
2. Empower teams: Even small scheduling freedoms can boost morale and reduce attrition.
3. Be honest about workload: Address root causes like sickness and shift planning, rather than dismissing concerns as manageable.

The bottom line

When there’s pressure to retain talent and maintain service levels, the cost of misalignment is high. Leaders need to shift from top-down assumptions to worker-informed strategies. Pay is still important – but without a core focus on the things that truly matter to staff, retention will remain a challenge.

If you want to dive even deeper into these insights and explore sector-specific recommendations for building a more engaged, resilient, and productive workforce, be sure to read the full report.