Good morning. Many CFOs now rank talent—whether hiring, retention, or skill gaps—as their companies’
top internal risk. And “polyworking,” where employees hold multiple jobs or roles at once to make ends meet, shows no signs of slowing.
Polyworking is likely to continue into 2026, according to Vicki Salemi, a career expert at Monster, the job search and recruiting platform. She points to a recent
polywork survey showing that nearly one in two workers hold multiple jobs simultaneously, and 51% say the extra income is “absolutely essential” to cover basic monthly expenses. The findings are based on a survey of more than 700 U.S. workers across industries and experience levels.
“This is underscored by the data point that 38% of respondents said they plan to keep working multiple jobs for the long term, which ultimately points to their salary at their full-time job,” Salemi noted. “As long as workers are underpaid, the data points to polyworking continuing.”
Monster’s
Cost of Living Report earlier this year found that 95% of respondents say their wages have not kept up with rising costs. “The pay deficiency triggers financial stress and the pursuit of side hustles,” Salemi said.
Anecdotally, polyworking is concentrated among entry-level workers, she said. Many lack a frame of reference for a traditional 9-to-5 workday. “Their frame of reference is not pre-pandemic of a ‘traditional’ workplace—it’s more fluid, hybrid/remote, and flexible,” she said. “Plus, since they’re digital natives, they may be more interested in pursuing influencer roles and content creation in addition to a full-time job and side hustle.”
Senior-level professionals are less likely to polywork, in part because it is logistically harder to juggle multiple roles when they travel frequently or shoulder more responsibilities at home, she added.
Higher pay is a critical part of the solution. “To address polyworking head-on and realize workers may be more lethargic, less engaged, and less productive as a result, first and foremost, employers should pay them according to market values,” Salemi said. If that’s not possible, then they should implement other compensation strategies such as quarterly bonuses or incremental raises to make them whole and bring them up to the cost of living, she added. Workers are also looking for financial independence and flexibility, so she suggests companies consider those aspects alongside base pay.
Complicating matters, U.S. salary increase budgets are expected to
hold steady at an average of 3.5% in 2026, matching actual increases in 2025, according to WTW’s July Salary Budget Planning Report based on 1,569 U.S. organizations. About 31% of employers plan to reduce their salary budgets because of weaker financial performance and cost pressures, while the few that are increasing budgets cite competitive labor markets and inflation. WTW is expected to release an updated report this month with finalized 2025 actuals and a refined 2026 outlook.
Given these constraints, employers need to assume their workforce is polyworking and set clear expectations. Salemi suggested codifying guidelines in HR policies and new-hire orientation, then reinforcing them periodically. Employers also need to get ahead of burnout. “By working multiple jobs, workers may unfortunately reach burnout,” she said. “They may need mental health support and stress-management programs.”
Disengagement is another risk. “When workers pursue external employment, they’re not only earning more money, they’re gaining new skills, making new connections, and perhaps laying the foundation for a new career path,” Salemi said. The question for employers is whether they will adapt fast enough to keep those workers—and their growing skills—inside the organization.
Sheryl Estradasheryl.estrada@fortune.com 
