Overemployment: How to Prevent Remote Software Developers from Working Double Jobs

In the era of remote work, companies face a growing challenge: double jobbing. This occurs when a developer secretly holds two full-time positions at once. While remote work has unlocked flexibility and access to global talent, it has also created blind spots. Without in-person oversight, employees can appear to perform adequately while dividing their time and energy between multiple employers.

More than eight million Americans report holding more than one full-time job. Experts warn that this behavior not only hurts performance but also undermines engagement and company culture. Many employees who double-job intentionally adopt a “be average” mindset to avoid detection, delivering just enough to keep both employers satisfied. Addressing this issue is essential to protecting productivity, team trust, and organizational health.

In this article we’ll cover:

• The main reasons behind overemployment
• Practical management strategies to prevent double jobbing
• Why LATAM nearshore engineers are a reliable alternative

So if you want to learn how to avoid hiring double-jobbers and build a workforce that performs and endures, this article is for you. Let’s dive in.

The Rise of the Overemployed Movement

Business leaders need to be aware of a growing trend fueled by a website called Overemployed.com. The site brands itself as a “community that helps professionals earn a double income and achieve financial freedom,” offering guidance on how to work two remote jobs at once, invest wisely, and avoid the risk of layoffs. In practice, however, the community encourages employees to secretly split their time between multiple full-time positions—delivering only the minimum viable effort at each job while doubling their pay.

This practice isn’t entirely new. Long before remote technology, cases of “double jobbing” existed, where employees covertly worked for competing firms to maximize income. What has changed in the post-COVID world is the scale and ease of concealment. Remote work and digital collaboration tools have created gaps in visibility, making it far easier for employees to juggle dual commitments without detection.

Understanding Why Developers Take on Multiple Jobs

The rise of overemployment is not simply about opportunity, it reflects deeper frustrations with: 

• Compensation, 
• Corporate culture, 
• Trust in employers. 

Many employees rationalize dual employment as both a financial strategy and a form of resistance to perceived inequities in the workplace.

Stagnant wages despite higher productivity

One of the most common justifications is that employee productivity has outpaced wage growth for decades. According to the Economic Policy Institute, the US net productivity rose by more than 72% between 1979 and 2019, while hourly pay increased by only 17%. This widening gap leads many developers to feel undervalued, particularly when employers simultaneously freeze or reduce raises, as happened in many organizations during the COVID-19 pandemic. 

Financial motivations and stability

For others, dual employment is less about protest and more about survival. Rising living costs, student loans, and household debt—averaging about $105,000 per household in 2024—make financial security increasingly difficult. The Overemployed community promotes dual employment as a way to achieve “financial freedom,” enabling workers to pay off debts, save for emergencies, and build investment portfolios without additional education or training.

Eroding trust in employers

Beneath these practical concerns lies a deeper issue: distrust. Many employees see corporations as unreliable, especially after widespread layoffs during the pandemic. Stories like that of Isaac, founder of the Overemployed movement—who was denied a promotion, left without a raise, and blindsided by colleagues’ advancements—resonate with workers who feel overlooked or mistreated. The 2025 Edelman Trust Barometer confirms this sentiment, showing historically low trust in business leaders, with only 68% of individuals worldwide reporting confidence in companies.

In this context, working double jobs becomes a strategy for resilience. Developers perceive dual employment as an insurance against:

• Layoffs, 
• Office politics, 
• Leadership decisions they cannot control. 

Technology only accelerates the trend, AI-powered tools make it easier than ever to split focus across multiple roles, allowing employees to manage tasks more efficiently

Ultimately, overemployment is not just about income; it reflects a growing disconnect between workers and employers, where compensation, stability, and trust no longer feel guaranteed.

Cultural and Engagement Risks of Double Jobbing

The practice of double jobbing—also known as overemployment or working two jobs—creates ripple effects that extend well beyond the individual developer. While some employees rationalize the practice as a way to achieve financial security, the hidden cost to employers comes in the form of diminished productivity, weakened engagement, and long-term cultural damage.

Compromised performance

Employees who are overemployed often strive for what they call the “minimum viable effort”—just enough performance to avoid termination. This mindset undermines excellence. Developers who split their focus rarely volunteer for stretch projects, mentor junior teammates, or step up for leadership opportunities. 

Over time, this erodes innovation within the organization and reduces the internal pipeline of talent ready for advancement. Companies may find that investments in training and professional development yield little return when employees are not fully committed to growing their careers at a single employer.

Decline of productivity

Overemployed workers also compromise day-to-day productivity. Instead of dedicating a full workweek to one role, they divide their time, often completing only what is strictly necessary. This not only reduces individual output but also drags down team performance in collaborative settings such as standups, code reviews, and sprints. As over employment becomes more normalized, the compounded effect across teams can create a significant productivity gap, undermining organizational goals.

Cultural erosion and disengagement

Beyond performance, the cultural impact of working two jobs is equally damaging. Developers who disengage set a negative precedent, sending the message that “average is good enough.” This can foster resentment among high performers, discourage discretionary effort, and weaken the shared sense of accountability that strong engineering cultures rely on. Over time, trust erodes—not only between managers and employees but also among peers.

Management Strategies to Prevent Double Jobbing in Remote Teams

Many organizations rely on remote employee monitoring software to track productivity and workflow, assuming it will catch any signs of double jobbing or overemployment. While these tools provide valuable insights, technology alone cannot address the root causes of employees juggling multiple full-time jobs. Preventing dual employment requires intentional management strategies.

1. Build a Culture of Career Growth

Employees often turn to overemployment when they feel stagnant in their careers. When people feel their career path has stalled, they’re more likely to adopt the “bare minimum” mindset required to juggle two jobs.
To counter this, companies should emphasize:

• Internal mobility, 
• Mentorship, 
• Clear career progression. 

Recognizing and rewarding employees for pursuing excellence makes it harder for dual jobbers to fly under the radar, while also boosting loyalty and engagement.

2. Implement Rigorous Screening and Background Checks

Preventing double jobbing starts before the employee even joins your team. Rigorous screening helps ensure candidates are honest and fully committed. Cross-check names, employment dates, and job titles using LinkedIn and other professional platforms. Call references to confirm prior roles and responsibilities, and for senior or sensitive positions, consider employment background checks. Even a brief verification can reveal inconsistencies that indicate potential over employment risks. 

3. Establish Trust Through Transparency

Fear of layoffs is another major driver of working two jobs remotely. Nearly half of US employees report experiencing “layoff anxiety”. In this environment, some workers see a second job as an insurance policy. Employers can address this by: 

• Fostering transparent communication
• Addressing rumors quickly
• Clearly explaining policies around workforce changes.

4. Continuously Monitor and Encourage Productivity

The hallmark of dual employment is doing just enough to avoid termination. By setting clear expectations that go beyond minimum performance and regularly reviewing productivity, managers can spot warning signs early.

Pro Tip:  If legally permissible, establish a 90-day probation for new hires, setting clear performance goals and monitoring deliverables closely. This period allows managers to evaluate engagement, productivity, and commitment in real-world conditions. If performance falls short or red flags emerge, it can be addressed immediately—protecting the team and confirming mutual fit before the role becomes permanent.

5. Strengthen Contracts and Policies

Finally, companies can explicitly prohibit dual employment in contracts and policies. This makes it clear that time theft, dishonesty, and divided loyalties are unacceptable. While legal restrictions vary by jurisdiction, many states allow employers to restrict or ban moonlighting, especially when it interferes with performance or business interests. 

Why Partnering with LATAM-Based Teams Reduces Double-Job Risk

Many US companies find that nearshore teams in Latin America naturally exhibit high engagement and loyalty, which directly lowers the risk of overemployment or working two jobs. Here’s why LATAM teams are such a reliable choice:

Time Zone and Cultural Alignment

Latin American countries largely operate within US business hours, allowing real-time collaboration, agile dynamics, and seamless communication. Many developers speak excellent English and understand Western business practices, often ranking above global averages for language proficiency. This cultural and linguistic proximity fosters trust and engagement, making remote teams feel like local colleagues rather than distant contractors.

In-Person Touchpoints

Even in remote setups, nearshore firms frequently organize:

• In-person meetups, 
• On-site visits,
• Retreats. 

These events—such as joint workshops, conferences, or team-building activities—strengthen loyalty and accountability, connecting LATAM engineers directly to client culture and reinforcing their commitment to a single role.

Long-Term Career Focus

Considering that their local economy is already unstable, LATAM professionals often prioritize stable, purpose-driven careers. Younger workers especially stay with companies that align with their mission and values, focusing on growth and reputation within one organization rather than juggling multiple jobs. 

Local Legal and Cultural Support

Many LATAM countries have codified remote work rights, including mandatory equipment stipends and “right to disconnect” policies. These protections create a secure, respectful work environment where employees feel valued—further discouraging overemployment. Companies partnering with LATAM staff augmentation firms consistently report higher engagement and lower turnover compared to other remote staffing models.

Cost Efficiency

Nearshore LATAM developers provide top-tier talent at roughly 50% of US developer costs, delivering both financial efficiency and operational excellence without compromising quality or engagement.

How BEON.tech Enhances Engagement and Commitment

Through ambassador programs, team-building retreats, and ongoing coaching, BEON.tech ensures engineers are fully dedicated to their assigned roles. By combining technical excellence with robust employee engagement strategies for remote teams, BEON.tech delivers developers who are committed, culturally aligned, and invested in your company’s mission. We’ve successfully partnered with Nasdaq-listed companies and other leading US firms, demonstrating our ability to integrate top LATAM talent into high-performing, mission-driven teams.

By partnering with BEON.tech, your company gets:

• Access to the top 1% of Latin American engineers.
• Shared time zones for seamless collaboration with US teams.
• Proven commitment and high retention, with average attrition under 6%.
• Clear career plans to motivate long-term engagement.
• Comprehensive HR, payroll, and compliance support.
• 50% cost savings compared to hiring US-based developers.
• Reduced risk of working two jobs or overemployment.
• Experience partnering with Nasdaq-listed companies and other major US enterprises.
  

Partnering with a nearshore LATAM staffing provider like BEON.tech is not just a staffing decision—it’s a strategic investment in culture, loyalty, and performance. Let’s talk.