8 in 10 UAE Employees See Roles Expand as AI Changes Work

Almost eight out of every 10 professionals in the UAE say their jobs now cover more than they originally signed up for, according to new research from recruitment firm Robert Walters. AI is playing a noticeable role in that shift, helping employees handle work that might once have required another person, another skill set, or more time.

The survey found that 79% of UAE professionals have seen their responsibilities expand informally during the past year. That expansion is showing up in everyday working patterns too: 49% are putting in longer hours, while 25% are passing additional tasks to others when they can. Only 17% have spoken with their managers about the increase in workload.

Robert Walters describes this as a form of “shadow workload”. This means extra duties gradually become part of a role even when the job description, salary or career framework has not formally changed.

The Senior Director at Robert Walters Middle East, Oli Sanford-Scutt, said UAE roles are becoming broader as organisations adjust quickly to changing business requirements.

The important detail is recognition: when extra responsibilities become routine, companies need a clear view of how much a person is actually carrying.

AI is not sitting on the sidelines of this change. 73% of UAE professionals surveyed said they are using AI tools to complete tasks they would not normally have been equipped to handle.

According to the Chief Commercial Officer at Robert Walters, Andrew Powell, AI is improving productivity and helping employees move into unfamiliar areas faster. At the same time, the value of the technology depends on how it is used. The aim is for AI to reduce unnecessary effort, rather than simply turn faster output into a higher daily expectation.

Sanford-Scutt also described the UAE workforce as among the region’s most technology-forward. Rapid AI adoption can give businesses an advantage, although employers increasingly need to consider what that adoption means for employee capacity and long-term retention.

The survey also looked at what happens after sustained periods of high performance.

43% of UAE professionals said they frequently experience something that Robert Walters calls a “competence hangover”, while another 31% experience it occasionally. The term “competence hangover” refers to tiredness, reduced concentration, or feeling depleted after demanding stretches of work.

Powell noted that broader responsibilities can support professional development and help companies build stronger internal capabilities. The practical issue is making sure those expanding workloads are visible and properly managed.

Robert Walters pointed to several ways companies can respond, including redistributing tasks, investing in suitable technology and using temporary specialist expertise when needed.

The larger message is fairly simple. AI can help UAE employees management do more, but sustainable performance still depends on understanding how much work sits behind that extra capability.