The Great Reshuffle: Why Workers Are Juggling Jobs and What Employers Can Do About It

Amid economic uncertainty, employees are seeking stability and flexibility, leading many to take on second jobs. This report explores the drivers and offers solutions for employers.

In an era marked by economic anxieties and evolving work structures, a significant shift is occurring in the workforce: employees are increasingly taking on second jobs or side hustles. This trend, driven by a desire for greater financial security and job stability, is presenting new challenges and opportunities for employers. A recent study by Remote, a staff recruitment, management, and payroll software company, polled 2,000 full-time, desk-based U.S. workers to understand their perceptions of the workplace and their motivations for pursuing additional employment. The findings offer a stark look at employee sentiment and provide actionable insights for organizations aiming to retain talent and foster a more engaged workforce.

The overarching message from the survey participants is clear: many are worried about the economy, uncertain about their career futures, and actively searching for employers they can trust. This sentiment is directly linked to financial pressures and the habits formed during the pandemic-era of remote work. As employees grapple with these concerns, a substantial portion are seeking not only financial and job security but also greater input, guidance, and increased flexibility from their employers. The data suggests that failing to address these evolving needs could lead to increased employee turnover as workers seek out companies that better align with their current priorities.

Context & Background

The study by Remote, titled “The State of the Hybrid and Remote Workforce,” delved into the current landscape of employee expectations and behaviors. The survey revealed a workforce increasingly preoccupied with economic stability. A significant 80 percent of respondents expressed heightened fears about the economy’s future. This pervasive anxiety has translated into a tangible desire for greater security, both financially and in terms of their employment.

These economic concerns are a primary driver behind the growing prevalence of second jobs. The survey found that nearly 20 percent of full-time, desk-based U.S. workers have already taken on a second job or side hustle. Even more striking, an additional 57 percent indicated they are actively looking to do so for the same financial reasons. This indicates a widespread adoption of a multi-job strategy as a means of hedging against economic uncertainty and bolstering personal finances.

The impact of pandemic-era remote working arrangements cannot be overstated in this context. The widespread shift to working from home not only normalized flexible work arrangements but also, for many, highlighted the benefits of increased control over one’s schedule and work environment. For those juggling multiple responsibilities or seeking to supplement their income, flexibility has become a paramount consideration. The Remote study found that flexibility was a top priority for all but 11 percent of participants. This underscores a fundamental shift in employee expectations, where flexibility is no longer viewed as a mere perk but as an essential component of a desirable work situation.

The desire for flexibility is further demonstrated by the survey’s findings on remote and hybrid work. Approximately one-third of respondents reported a higher desire for fully remote employment compared to the previous year, with 26 percent expressing the same for hybrid arrangements. Notably, around 60 percent of individuals in both fully remote and hybrid categories stated they would be willing to accept a pay cut to secure these more flexible work models. This willingness to trade salary for flexibility suggests that the perceived benefits of these arrangements – greater autonomy, better work-life balance, and the facilitation of managing a second job – are highly valued.

Beyond the pursuit of additional income and flexibility, the study also shed light on employee dissatisfaction with current levels of communication and support from their employers. Only 17 percent of respondents felt they were receiving adequate resources and support to feel stable and engaged in their jobs. The lack of transparency regarding economic impacts on their roles or organizations was also a significant concern. Merely 8 percent of companies regularly share information on how the economy might affect their operations or individual positions, with about a quarter of those updates described as “vague.” Furthermore, a substantial 35 percent of participants reported receiving no feedback from their bosses on these matters, despite a clear desire for it.

Interestingly, the data revealed a correlation between distributed work models and improved communication. Fifty percent of individuals in hybrid arrangements and 46 percent of those working fully remotely reported receiving higher levels of information and direction from their managers. This contrasts with only 37 percent of in-office respondents who felt similarly. The analysis suggested that “organizations with distributed teams may lean more towards intentional, proactive communication,” possibly due to the inherent challenges and necessities of managing a geographically dispersed workforce.

In-Depth Analysis

The confluence of economic uncertainty and the normalization of flexible work arrangements has created a potent environment where employees are actively seeking ways to secure their financial futures and enhance their work-life balance. The Remote study’s findings paint a picture of a workforce that is feeling vulnerable and is proactively taking steps to mitigate perceived risks. The pursuit of second jobs is not merely about increased income; it’s a strategic response to a perceived lack of stability and security from primary employers.

The data indicating that nearly 20% of workers already have a second job, with an additional 57% looking to acquire one, signifies a substantial portion of the workforce operating with a diversified income strategy. This diversification serves multiple purposes: it acts as a financial safety net, allows for the pursuit of personal interests or entrepreneurial ventures, and provides a sense of agency in an unpredictable economic climate. For employers, this trend means that a significant number of their employees may be mentally and physically engaged in activities outside their primary roles. This can have implications for focus, energy levels, and overall commitment to their current positions.

The strong preference for remote and hybrid work models, even at the cost of reduced salary, highlights a fundamental reevaluation of work-life integration. Employees are increasingly prioritizing environments that allow for greater personal autonomy and control over their schedules. These flexible arrangements are particularly beneficial for individuals managing multiple jobs, as they can offer the adaptability needed to balance different professional commitments. The willingness to accept a pay cut for flexibility indicates that employees perceive these work structures as offering long-term value that outweighs immediate financial gains, potentially through improved well-being, reduced stress, or the ability to manage a side hustle more effectively.

The survey’s insights into communication and support are equally critical. The low percentage of employees feeling adequately supported and informed suggests a significant disconnect between employer practices and employee needs. In times of economic uncertainty, clear and transparent communication from leadership is crucial for building trust and mitigating anxiety. When employees feel informed about the company’s direction and how economic factors might impact their roles, they are more likely to feel secure and engaged. The finding that distributed teams often exhibit better communication practices warrants attention. This suggests that organizations that have had to intentionally develop robust communication strategies for remote and hybrid workers may be inadvertently creating more supportive environments, even for those not directly in those arrangements.

The study’s authors, through their analysis of the findings, identified several key areas where employers can respond to these evolving employee expectations. These recommendations center on fostering transparency, embracing flexibility, investing in employee development, supporting financial wellness, and creating open channels for dialogue. These are not merely HR best practices; they are essential strategies for navigating the current workforce landscape and building resilient, engaged teams.

The chief people officer of Remote, Barbara Matthews, emphasized that “people-first leadership isn’t about guesswork, but listening, responding, and proactively creating environments where employees can maintain stability and productivity, even in uncertain times.” This statement encapsulates the core challenge and opportunity for employers. By understanding the underlying motivations driving employees to seek second jobs and flexible work, companies can proactively address these needs, thereby strengthening their own internal talent pool and reducing the likelihood of employees seeking these fundamental elements elsewhere.

Pros and Cons

The trend of employees taking on second jobs and the strong preference for flexible work arrangements present both advantages and disadvantages for employers. Understanding these facets is crucial for developing effective strategies.

Pros for Employers:

• Increased Employee Skill Diversification: Employees engaging in side hustles or second jobs may develop new skills, gain broader industry knowledge, or bring fresh perspectives back to their primary roles. This can indirectly benefit the employer through enhanced capabilities and innovation.
• Higher Employee Resilience: For employees with financial cushions from multiple income streams, they might exhibit greater resilience during economic downturns, potentially reducing turnover during difficult periods.
• Attraction of Talent Seeking Flexibility: Companies that offer robust flexible work policies can become more attractive to a wider talent pool, including those who prioritize work-life balance and the ability to manage diverse responsibilities. This can be a significant competitive advantage in recruitment.
• Potential for Reduced Overhead (Remote/Hybrid): Embracing remote and hybrid models, which are often favored by employees seeking flexibility, can lead to reduced office space needs and associated costs for employers.
• Greater Employee Autonomy and Trust: Granting flexibility often signifies a higher level of trust in employees, which can, in turn, foster greater loyalty and a sense of empowerment.

Cons for Employers:

• Potential for Reduced Focus and Productivity: Employees juggling multiple jobs may experience divided attention, leading to decreased focus on their primary responsibilities, lower productivity, and potentially increased errors.
• Risk of Burnout and Fatigue: The demands of working more than one job can lead to employee burnout, impacting their physical and mental health, and ultimately their performance and engagement.
• Conflict of Interest and Confidentiality Concerns: If second jobs are in directly competing industries or involve the same client base, employers may face risks related to conflicts of interest, intellectual property leakage, and breaches of confidentiality.
• Challenges in Monitoring and Management: Managing employees who are not consistently present in the office or who have external work commitments can be more complex, requiring new approaches to performance management, communication, and oversight.
• Potential for Decreased Morale if Perceived as Unfair: If only a portion of the workforce is able to pursue second jobs or if flexibility is not uniformly applied, it could lead to perceptions of unfairness and decreased morale among other employees.
• Difficulty in Building a Cohesive Company Culture: A highly distributed workforce, with many employees having external commitments, can make it more challenging to foster a strong, unified company culture and a sense of collective identity.

Key Takeaways

• Economic Anxiety is a Primary Driver: A significant majority of workers are concerned about the economy, leading to a strong desire for financial and job security.
• Second Jobs are Becoming Mainstream: Nearly 20% of full-time workers already have a second job, with over half looking to acquire one, driven by financial pressures and the search for security.
• Flexibility is Non-Negotiable: Flexible work arrangements (remote and hybrid) are a top priority for most employees, with many willing to accept a pay cut to secure them. This reflects a desire for better work-life integration and the ability to manage other commitments.
• Communication Gaps Exist: A large percentage of employees feel they are not receiving adequate support, resources, or transparent communication from their employers, particularly regarding economic impacts.
• Distributed Teams May Communicate Better: Organizations with distributed teams tend to exhibit more intentional and proactive communication, potentially offering a model for all employers.
• Trust and Transparency are Key: Employees are actively seeking employers they can trust, highlighting the importance of open dialogue, honesty, and demonstrable investment in employee well-being.

Future Outlook

The trends identified in the Remote study are likely to persist and evolve in the coming years. As economic volatility continues and the normalization of flexible work solidifies, employers will need to adapt their strategies to meet these changing expectations. We can anticipate a continued emphasis on work-life integration, where employees seek roles that allow them to manage personal and professional responsibilities seamlessly. This may lead to further experimentation with flexible scheduling, compressed workweeks, and even four-day work models.

The rise of the “portfolio career,” where individuals intentionally build a career from multiple income streams and diverse skill sets, could become more prevalent. This shift demands that employers consider how to remain the primary or most valued professional anchor for their talent. The competition for skilled workers will likely intensify, and companies that can offer a compelling blend of financial stability, meaningful work, and genuine flexibility will have a distinct advantage.

Furthermore, the study’s findings on communication suggest that companies will need to invest in improving their internal communication infrastructures and leadership training. Proactive, transparent, and empathetic communication will be crucial for building and maintaining trust, especially in times of uncertainty. Organizations that can effectively share information about economic challenges and their potential impact, while also demonstrating a commitment to employee support, will foster greater loyalty and reduce anxiety.

The willingness of employees to accept pay cuts for flexibility also points to a recalibration of what constitutes “compensation.” While salary remains important, non-monetary benefits like autonomy, control over one’s schedule, and a supportive work environment are gaining significant weight in the decision-making process for job seekers and current employees alike. Employers who fail to recognize and address this evolving valuation may find themselves at a disadvantage in attracting and retaining top talent.

Call to Action

For employers seeking to navigate this evolving landscape and proactively address the drivers behind employees taking on second jobs, the Remote study offers clear guidance:

1. Foster Transparency and Regular Dialogue: Implement regular, honest, and transparent updates about the company’s performance, economic outlook, and how these factors might affect roles or the organization. Create dedicated spaces for open conversations, even when the topics are difficult. This can be achieved through town hall meetings, dedicated Q&A sessions, and regular internal newsletters.
2. Rethink and Embrace Flexibility: Recognize that flexible working is no longer a niche perk but a fundamental expectation for many employees. Evaluate current policies and consider how to offer greater flexibility in terms of work location (remote/hybrid), hours, and scheduling. This may involve piloting new models or expanding existing ones.
3. Invest in Employee Development and Career Paths: Provide clear pathways for career growth and professional development within the organization. When employees see a future and opportunities for advancement, it can foster greater loyalty and job satisfaction, potentially reducing the perceived need to seek opportunities elsewhere. Offer training programs, mentorship opportunities, and clear career progression frameworks.
4. Support Employee Financial Wellness: Offer resources and educational programs to help employees manage their finances, understand economic impacts, and build financial resilience. This could include workshops on budgeting, investing, and financial planning, as well as access to financial advisory services.
5. Enhance Communication and Support Systems: Ensure that employees have access to the resources and support they need to feel stable and engaged. This involves improving communication channels, providing regular feedback, and fostering a supportive work environment where employees feel valued and heard. Pay particular attention to the communication needs of distributed teams, as these practices can often serve as valuable models for the entire organization.

By actively listening to employee needs and adapting their strategies, organizations can not only mitigate the risks associated with employees seeking external opportunities but also build a more resilient, engaged, and loyal workforce prepared to weather economic uncertainties together. The future of work hinges on an employer’s ability to foster an environment of trust, support, and genuine partnership.

For further insights into the current workforce landscape, consider consulting resources such as:

• Remote.com Official Website
• Fast Company
• Inc. Magazine