6 Professionals Share Their Hot Takes on Unpaid Labour

In many workplaces today, the boundaries of a job role are no longer as clear as they appear on paper. Beyond what is written in contracts and offer letters, employees are often expected to take on additional responsibilities, manage relationships, and fill in gaps that were never officially assigned to them. These extra tasks are usually described as teamwork, dedication, or a learning opportunity, but for many workers, they quietly become unpaid labor.

This growing reality has led to a question that professionals across industries continue to debate: if it’s not in my job description, should I still do it?

The answers are far from simple. For some, going beyond their role is a strategic way to build skills, gain visibility, and prepare for promotion. For others, it represents a culture that takes advantage of loyalty and fear, especially in environments where workers worry about being labeled lazy or uncooperative if they refuse additional tasks.

What makes this issue even more complex is that it affects people differently depending on where they are in their careers. Junior professionals often feel pressure to accept every task as proof of seriousness. Mid-level professionals are torn between protecting their boundaries and maintaining their relevance. Senior professionals, on the other hand, carry both workload and emotional responsibility that is rarely recognized as part of their formal roles.

To understand how unpaid labor is viewed from these different perspectives, we spoke with professionals at junior, mid-level, and senior levels across various industries. We asked them to share their honest opinions and experiences with taking on work that falls outside their job descriptions.

Their responses reveal that there is no single truth about unpaid labor in the workplace. Instead, there are competing ideas shaped by ambition, experience, workplace culture, and personal limits. Some see extra work as an investment in growth. Others see it as a pattern of exploitation that has been normalized over time.

Together, these perspectives highlight a central tension in modern work life: where should the line be drawn between commitment and self-protection And who gets to decide when extra effort becomes too much.

Below are their hot takes on one question many professionals are still trying to answer for themselves.

Ngozi Onu, HR Manager

"Doing work outside your job description once in a while is part of being in a team and I’m not saying this because it’s typical HR, no.

However, when it becomes constant and there is no discussion about compensation or role expansion, it turns into exploitation. From an HR perspective, extra responsibility should come with structure. Either the role is reviewed or the workload is adjusted. Employees should not be made to feel guilty for asking questions about fairness and it becomes a problem and unhealthy when extra unpaid work is frequent and I don’t believe even as HR that it is fair."

David . H, Software developer

"I used to think saying yes to everything would make me look hardworking and dependable. I stayed late, handled projects that were not mine, and covered for colleagues without complaint. Over time, I noticed nothing changed. My salary stayed the same and my role did not grow. I realized that being reliable without boundaries can trap you in a tight cycle of unpaid labor. Now I believe if extra work is not tied to  growth or serious recognition, it is better to relax."

Emena Phillips, Marketing Strategist

“Based on my experience, I would say unpaid labour is just too common for those of us who work In marketing , unpaid labor is often presented as learning and exposure. You are told that handling some mild tasks will prepare you for promotion. That sounds good in theory, but in practice, many people remain in the same position while doing some advanced work and no offense, but things like this are found in Nigerian companies most times. Ordinarily people’s roles should strictly be what is on their job description, but sometimes especially for those of us in marketing, you discover that management want to spend meagerly, so instead of hiring enough hands, but they will hire few people and one person has to carry out extra tasks which should be for a separate role entirely, so for me, this sis unacceptable. Once I realize that I’m being made to carry out extra tasks that are not in my job description, I’m out!”

Bartholomew U, Performance Marketing Manager

"I once left a job because there was always something extra to do every single week. In the first month, everything felt normal and manageable. But by the second month, it started to feel like my team lead was manufacturing new KPIs every Thursday. My weekends were almost never free, and all of this came with no additional pay."

"I began to feel trapped, like I had been lured into something mentally draining. It did not sit well with me that I was constantly tired and exhausted because of work, especially when the salary did not reflect the effort I was putting in."

"Because of that experience, I strongly believe that if extra work is required, it should never be unpaid. If you are asked to give more of your time and energy, you should demand compensation. And if the organization is not willing to consider that, then it is better to walk away than stay in a situation that will slowly burn you out."

Zainab. E, Customer Experience Lead

"I agree that boundaries are important, but the truth is that many companies in Nigeria are not even structured enough to support people refusing extra work."

"In theory, you can just say yeah, this task is not in my job description, but if we’re going to be realistic, that decision can affect how you are seen and even your job security. Most workplaces expect flexibility, even when it does not come with compensation. This may sound like a weak position, but it is the reality for many workers. You often feel like you have no choice because you need to protect your job and your income, so I’m not trying to be indifferent or anything, I just like to stay in touch with the reality of things. These “no unpaid labour” things can probably work for people who have successfully built a solid brand and have options, but an average person may just stick to the safer option, which is the job that currently pays the bills even if it comes with a lot of unpaid extra labour."

Taiwo A, Financial Analyst

"For me, it depends on the mood, the timing, and the situation. There are days when I do not mind helping out because I have the energy and the time. There are other days when I need to protect my focus and say no. I do not see it as a fixed rule. I think people should be allowed to decide based on their capacity, their workload, and their mental state. Not every request has to become a battle about exploitation, and not every extra task has to be accepted either."

The Bottomline

The opinions shared show that unpaid labor means different things to different people, depending on their role, experience, and work environment. Some professionals see extra tasks as a way to grow, learn new skills, or position themselves for better opportunities. Others see it as unfair, especially when it becomes regular and there is no discussion about pay, role changes, or recognition.

Career stage also plays a major role. Junior employees often accept extra work because they want to prove themselves. Mid-level workers try to balance protecting their time with staying relevant at work. Senior professionals carry heavier responsibilities that are rarely included in their official job descriptions. In many workplaces, especially where systems are weak and jobs are limited, saying no to extra work can feel risky.

What this shows is that there is no single rule that works for everyone. Extra work can be reasonable when it is temporary and connected to growth or clear expectations. It becomes a problem when it is constant and taken for granted. Until companies clearly define roles and match responsibility with fair compensation, employees will continue to make personal choices based on their needs, capacity, and job security.

But your perspective matters, and we would like to know your own hot take on this. What is your hot take?