Nearly half of UAE professionals report longer working hours, while 73% turn to AI to manage workloads.
Dubai: A new study has found that nearly eight in 10 UAE professionals believe they are handling significantly more responsibilities than those outlined in their original roles, with many taking on additional duties without receiving extra pay, promotions or formal recognition.
Global talent solutions firm Robert Walters, in its study titled “Shadow Workloads”, found that 79 per cent of UAE professionals said their roles had expanded unofficially over the past 12 months.
The report described these additional duties as “shadow workloads” — responsibilities that gradually accumulate without formal recognition, changes in job titles or corresponding adjustments in compensation.
The findings show that many employees are managing the increased demands by extending their working hours. Nearly half (49 per cent) said they are spending more time on the job, while 25 per cent said they delegate tasks whenever possible.
Despite the increase in responsibilities, only 17 per cent of professionals said they had raised the issue with their managers.
Andrew Powell, Chief Commercial Officer at Robert Walters, said many organisations are operating under financial constraints and are seeking to deliver more with existing teams.
“Many organisations are navigating a challenging operating environment, dealing with continued cost pressures while being expected to achieve more with fewer resources,” he said.
Powell added that while it is normal for roles to evolve over time, challenges emerge when additional responsibilities are not formally recognised.
“When that change happens without clear visibility or proper recognition, it can lead to ‘shadow workloads’ — where extra responsibilities gradually accumulate informally,” he said.
UAE workplaces adapting rapidly
Oli Sanford-Scutt, Senior Director at Robert Walters Middle East, said professionals across the UAE are increasingly reporting that their roles have expanded informally as companies respond to a fast-changing business environment.
“The UAE’s business landscape moves quickly, and organisations have had to adapt at pace. However, this rapid change can lead to additional responsibilities building up before they are properly addressed,” he said.
He warned that if these pressures are not managed, they could become normalised, increasing the risk of employee burnout and reduced productivity.
AI supports workers but also increases pressure
The report found that artificial intelligence is becoming an increasingly important tool for employees managing rising workloads.
Nearly three-quarters (73 per cent) of UAE professionals said they now use AI tools to complete tasks that would previously have been beyond their usual capacity.
The report also cited a recent Harvard Business Review study, which found that AI adoption among employees at a US technology company expanded the scope of work, accelerated work pace and contributed to longer working hours — a trend described as “workload creep.”
Powell said AI offers significant productivity advantages but stressed that it needs to be implemented thoughtfully to ensure it supports employees rather than adds to workplace pressure.
“AI is already proving to be a powerful tool for improving productivity and helping employees expand into new areas more quickly,” Powell said.
However, he cautioned that “the challenge is ensuring it is introduced in a way that genuinely eases pressure rather than simply increasing expectations.”
Sanford-Scutt said the UAE’s rapid adoption of AI gives businesses a competitive edge, but it can also lead to higher expectations from employees without formal changes to their roles.
“When AI enables people to take on responsibilities beyond their usual remit, expectations can shift without anyone explicitly acknowledging the change,” he said.
Burnout concerns rise among professionals
The research also highlighted a growing trend described as a “competence hangover” — a state of mental exhaustion, reduced focus and emotional fatigue that can follow extended periods of high performance.
More than two in five respondents (43 per cent) said they experience this regularly, while a further 31 per cent said it occurs occasionally.
Powell said taking on additional responsibilities can create value for both employees and employers, but only when the extra contribution is properly recognised, supported and managed.
“If that additional effort is not recognised or managed effectively, it can result in fatigue and declining returns, affecting everything from decision-making to overall productivity,” Powell said.
He said organisations need to identify areas where workloads are increasing and respond by redistributing responsibilities, investing in better tools or bringing in additional support where required.
“Ultimately, organisations that find the right balance between efficiency and sustainable workloads will be better positioned to maintain long-term performance,” he added.
