The Invisible Burden: Unpacking the ‘Two-Job Job’
In an era where corporate efficiency often translates to leaner workforces, a startling new reality is emerging: the ‘two-job job.’ A recent Korn Ferry Workforce 2026 report, surveying over 16,000 professionals across 11 global markets, reveals that a staggering 61% of workers are now shouldering the responsibilities of more than one role. This isn’t just a minor uptick in duties; 62% report significantly increased workloads over the past two years, with nearly half (45%) admitting they are too swamped to deliver meaningful results that contribute to genuine growth.
The Corporate Paradox: Efficiency vs. Reality
Companies are aggressively flattening organizational structures, often citing efficiency as the primary driver. Last month, Uber announced a 10% workforce reduction and a 20% cut in managerial positions, with CEO Dara Khosrowshahi framing it as a move towards “clearer ownership, faster decisions, and more time spent building rather than coordinating.” While Uber plans to reinvest savings into growth and innovation, and notably didn’t blame AI for the cuts, the Korn Ferry data begs a critical question: Are companies eliminating jobs faster than they are eliminating the actual work?
The Managerial Squeeze and Directionless Teams
The ripple effect of these cuts is profound. Managers who remain are stretched thinner than ever, overseeing more direct reports. Korn Ferry found that 42% of organizations had slashed management roles in the past year, leading to 55% of remaining managers feeling exhausted. This managerial vacuum leaves a significant void, with 39% of workers reporting a lack of direction. Interestingly, some companies may be recognizing the limits of this approach; Meta, for instance, has reportedly begun asking individual contributors in its Applied AI division to consider moving back into management roles, a partial reversal after a year of stripping out such layers.
Beyond Headcount: A Wharton Perspective
Peter Cappelli, the George W. Taylor Professor of Management at the Wharton School, challenges the notion that cutting managers inherently boosts productivity. “It is not more efficient in terms of productivity to cut managers,” Cappelli stated, emphasizing that managers are crucial problem-solvers who facilitate team output. He argues that such cuts primarily serve to reduce costs and headcount, a metric often prioritized by CFOs. Cappelli also draws a crucial distinction: “It is in fact a misnomer to say that jobs are cut. It is employees that are cut.” The work, he asserts, simply shifts to the remaining staff.
AI’s Double-Edged Sword: More Work, Not Less?
While the C-suite often champions AI as a panacea for efficiency (79% of CEOs reported improved efficiencies), the reality on the front lines is starkly different. Only 51% of individual contributors share this optimism. Alarmingly, 52% of workers described as “AI-weary” reported that using the technology had actually increased their workloads. Academic research corroborates this, with a working paper from Stanford, MIT, and NYU revealing that building organization-wide generative AI tools creates substantial, often invisible, work beyond daily tasks. This includes extensive experimentation, cross-departmental review, and continuous adaptation as AI models evolve.
The Cost of Unseen Labor and Disengagement
This hidden labor often goes unrecognized by leadership. The research highlighted a stark contrast: a law firm where 80% of domain experts disengaged from AI innovation due to mounting burdens and limited support, resulting in only three organization-wide AI tools. Conversely, a medical center that integrated AI work into job responsibilities, performance reviews, and promotions now boasts 141 such tools. “Leaders often assume AI experimentation is a stretch assignment that motivated employees will absorb on top of their regular responsibilities,” noted Kate Kellogg of MIT Sloan. She warns that without meaningful support, recognition, and resources, employees will eventually disengage, hindering companies from realizing AI’s promised value.
Reigniting Motivation: A Call to Action
Korn Ferry’s data underscores the urgent need for leaders to fundamentally rethink the division of labor between people and AI. The stakes are high, with employee motivation projected to fall from 71% in 2024 to 61% in 2026. “Growth doesn’t come from just asking people to do more,” asserts Lesley Uren, CEO of Korn Ferry Consulting. She concludes that while cost-cutting and restructuring can yield savings, they rarely generate the kind of employee passion and engagement that truly drives sustainable productivity and growth.
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