Your remote employee is cheating on you! (...and it’s your fault)

Remote work. 

The brave new world where companies tap into global talent, everyone enjoys flexible schedules, and your “office” might be a café in Bali.

But as much as businesses are booming in this new era, there’s a growing paranoia among managers:

Remote workers sneaking in a second (or third) job on the side.

"What if my remote employees are secretly working multiple jobs?"

The idea that employees might be "double-dipping" feels like a betrayal.

You’re paying them for their time and dedication, after all.

But here's the thing:

It's not about what your employees are doing.

It's about what you're NOT DOING.

If you’re constantly worried about your remote employees pulling double duty, let’s face it—it’s not a remote work issue.

It’s a management issue.

Remote work has exposed something managers have avoided for years: the inability to hold people accountable without hovering over their desks. 

Remote work is highlighting a skill gap in leadership.

The truth is, when managers panic about remote employees juggling multiple jobs, what they’re really saying is, “I don’t know how to measure performance without watching every move.”

Instead of obsessing over clocked hours, focus on what truly matters: the quality & quantity of the work being produced.

Think about it.

You have a high-performing remote worker. They hit deadlines. Their work is excellent. They contribute meaningfully to the team.

If that person is getting the job done, does it really matter how many jobs they have?

It’s the outcomes that matter—not how many hours they’re sitting in front of a laptop.

Fear of remote workers having multiple jobs is misplaced.

Instead of asking, “Are they doing too much?” you should be asking, “Are they doing enough for me?”

So how do you solve this problem?

…and stop panicking about whether your team has more than one job.

Simple.

Stop focusing on hours worked and start focusing on outputs.

Here’s how to do it.

1. Define Clear Outputs.

What’s the job? What are their key deliverables? When you set specific, measurable goals, you won’t have to guess whether your team is doing their job—you’ll know if they’re hitting their targets.

2. Establish Communication Protocols.

Build trust with structured communication. Require status updates on Slack. Have core hours when everyone should be available. This isn’t micromanagement—it’s about setting clear expectations.

3. Monitor Performance, Not Time.

How fast are they delivering? How accurate is their work? Are they meeting deadlines consistently? That’s where your focus should be.

 4. Be Direct with Concerns.

If someone’s performance slips, don’t wait—address it head-on. Have a conversation. Lay out the gap between what’s expected and what’s being delivered. Open, honest conversations solve way more problems than passive aggressive frustration ever will. 

 5. Hold People Accountable.

If the performance doesn’t improve, take action. Accountability isn’t about keeping tabs on hours—it’s about results. Escalate, if necessary, but make sure you’re basing actions on clear expectations and not vague “they seemed off” vibes.

The secret to dealing with remote work concerns isn’t more surveillance or endless micromanagement.

It’s in accountability.

Set clear goals. Communicate. Trust them. If they don’t deliver, hold them accountable.

When you manage based on outputs, the fear of remote employees working multiple jobs vanishes.

Why?

Because you're no longer trying to control their every move—you’re ensuring they meet the objectives that matter to your business.

At the end of the day, worrying about remote workers pulling a double shift is a distraction.

Remote work isn’t the problem—it’s the opportunity to build stronger teams that deliver, no matter where they are.

So let go of the fear. Focus on the work that’s getting done. And start leading your team based on what they deliver, not how many hours they log.

Because, really, isn’t that what great management is all about? 

Yallah Habibi,

Jon

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