The worsening economy and persistent inflation are changing the course of how employees approach their careers, with many looking to work multiple jobs to cover basic necessities while still managing to set aside some savings. However, many organizations remain inflexible, including contract clauses that restrict workers from pursuing additional part-time or freelance work.

According to the ADP Research Institute’s Global Workforce Survey, more than half of workers worldwide reported living paycheck to paycheck in 2024. To make ends meet, 23% of respondents said they held two or more jobs—a figure that rises to 34% in the Middle East and Africa region.

Rana Ahmed, 27, has been working at her organization for over six years. To boost her income and save for larger investments, she has taken on several part-time and freelance roles alongside her full-time job over the years,

However, she admits she has never disclosed this to her employer out of fear of disciplinary action. “Though it was never explicitly stated that we’re not allowed to take on extra work, it’s become an unspoken rule in most workplaces,” she says.

Ahmed voiced her frustration with the current job market, noting that while many employers restrict outside work, they often fail to provide adequate compensation. 

“Companies won’t budge on salaries, won’t give proper raises, some don’t even provide mandated healthcare and social insurance, especially in a country like Egypt, yet they still expect full loyalty and focus,” she says.

WORKPLACE CONCERNS

Ola Elkelany, People and Culture Expert and HR Consultant, says that the long-term success of talent acquisition and management hinges on the ability to attract and retain talent, thereby building sustainable human capital that supports organizational resilience and growth over time.

“To safeguard these pillars, companies put a huge effort into adopting strong governance systems to minimize risks and achieve stability,” ElKelany states. “When employees work another job, companies often worry about: The risk of conflict of interest can lead to misaligned priorities, breaches of trust, and financial or reputational harm, all of which undermine the organization’s talent retention and strategic alignment.”

Ahmed Saber, Payroll Lead at Paymob, echoes similar concerns, noting that conflict of interest is a key issue, particularly when it comes to time management, focus, and work availability. He also points to potential risks associated with intellectual property, particularly when the second job is within a related industry.

“From a legal and regulatory standpoint, things can get more complicated. For example, in Egypt, employees must be socially insured, and it’s often unclear how this works when someone is employed by two different companies,” he notes.

He adds that written approval from the primary employer is typically required to avoid legal and administrative complications. In cases where an employee is injured on the job—or even during their commute—employers bear medical and financial responsibilities, raising questions about which company is liable.

“To avoid these legal, ethical, and operational complications, many employers simply prohibit second jobs unless explicitly approved. It’s ultimately a way to protect themselves from liability, safeguard company resources, and ensure employee commitment.”

On the other hand, Ahmed insists that despite juggling multiple roles, her side work has never compromised her performance. “I always evaluate my capacity before taking on freelance work to ensure the workload is manageable and doesn’t affect productivity or workflow in either role,” she explains.

“I think that there’s an inherent lack of trust that companies have for their employees, it’s a thing that employers must overcome. In my opinion, it only creates a feeling of otherness and anxiety in workers, and can affect an employee’s investment and productivity in their current role.”

CULTURE AND EXPECTATIONS

“Holding multiple jobs was historically perceived as a sign of financial instability or a lack of dedication, which could damage an individual’s professional reputation,” ElKelany states. “This stems from hierarchical organizational structures, strong employer-employee relationships, and the expectation that employees prioritize their primary employer’s success above all else.”

However, she notes that cultural attitudes are gradually shifting, particularly among younger professionals and those in digital, creative, and gig-economy roles. Freelancing and side projects are increasingly seen as acceptable, especially when they support personal development or entrepreneurial ambitions and do not conflict with the employer’s interests.

“Transparency and alignment with company values are critical; employees are generally expected to disclose any external work to maintain trust,” Ola states.

Basma Abdelaziz, Head of Global Human Resources Services at Kalasko Inc., links the lack of workplace flexibility to deep-rooted cultural norms, starting with traditional employer expectations. These often involve a belief that employees should show full commitment and loyalty to their organization, a mindset shaped by hierarchical and relationship-based business structures.

Abdelaziz also highlights the role of societal perception. “Second jobs are still viewed suspiciously or disapproved of, especially for professionals holding respectable full-time jobs. There is a generation divide—gigging or entrepreneurship is better accepted by younger employees.”

She also addresses the impact of gender and social expectations. “Freelancing or working from home by women is more acceptable socially in some conservative places than taking on several traditional jobs due to flexibility and family commitments,” Abdelaziz says. “For men, especially those in blue-collar jobs, it is socially acceptable or presumed to work more than one job to sustain the family.”

Ahmed explains that there is a cultural expectation in the Middle East that younger generations, particularly Gen Z, can rely on family support when starting out financially. “There’s this misconception that if an employee’s salary isn’t enough, a family member will step in to help. While this belief held some truth years ago, the current economic situation no longer allows for it.”

INTERNAL POLICY

Saber notes that while employment policies differ across the MENA region, a common theme is that secondary employment or moonlighting generally requires formal approval from the primary employer. “In most countries, working a second job without that approval is either restricted or outright illegal, especially in public sector roles or regulated industries.”

He adds that employees are often required to sign Non-Disclosure Agreements (NDAs) and conflict of interest clauses to protect sensitive information and ensure loyalty.

ElKelany explains that organizations in the MENA region are acutely aware of the risks posed by secondary employment. To protect their human capital and strategic advantage, many have structured HR and governance frameworks to minimize conflicts and safeguard intellectual property.

“Governments in countries such as the UAE, Saudi Arabia, and Qatar often mandate employer or state approval for additional jobs, especially for expatriates. In sensitive industries like finance, defense, or IT, secondary employment is typically not permitted to uphold data security, trust, and IP protection.”

However, she adds that there is a growing shift toward comprehensive corporate governance. A 2025 survey found that “Systems and Controls” ranked among the top five risks for boards in the Middle East, reflecting ongoing regulatory reforms and increased adoption of ESG principles. 

Reports aligned with the World Bank and OECD show that stronger governance practices in the region are linked to higher profitability, market valuation, and investor confidence.

Abdelaziz notes that some companies may allow second jobs if the employee discloses them and secures formal approval, typically following reviews by HR and legal teams. “Sanction usually hinges on showing no conflict of interest or harm to work.”

GROWING FLEXIBILITY

As wages in the region struggle to keep pace with rising inflation, some organizations are beginning to adopt more flexible work arrangements.

“Flexibility is emerging but remains cautious and sector-specific,” ElKelany notes, explaining that economic pressures, rising living costs, and the growth of the gig economy are prompting some organizations, particularly in digital, tech, and creative industries, to become more open to employees engaging in secondary work, provided it does not create conflicts of interest or harm productivity.

Governments in countries such as the UAE have also introduced frameworks like the freelance visa and flexible work permits, signaling a gradual cultural and regulatory shift.

“However, many traditional sectors (finance, defense, energy, and government-linked organizations) maintain a strict stance, prioritizing the protection of intellectual property, organizational focus, and brand reputation.”

She also notes that post-pandemic trends, including remote work and the rise of digital platforms, have challenged the traditional one-job model, but full acceptance of moonlighting is still limited.

Abdelaziz points to several reasons behind the region’s growing flexibility, starting with the rising cost of living in cities like Dubai, Riyadh, and Cairo, which is pushing employees to seek additional income. 

“The boom of freelance and dual employment due to the gig economy and work-from-home culture following the COVID period has become the new norm.”

Similarly, Abdelaziz notes that government policies in some countries are evolving, pointing to the UAE now permitting freelancers and dual employment with specific licenses.

This changing landscape is largely being driven by employee expectations, particularly among younger generations seeking flexibility, autonomy, and multiple income streams.

However, Abdelaziz emphasizes that there is still a long way to go. She explains that significant resistance remains due to factors such as restrictive legal and visa frameworks for expatriates, persistent concerns about trust and performance, and confidentiality risks in highly regulated sectors.