The Tribune

Difficult economic times and a squeeze on living standards have forced many employees to seek supplementary employment, which can cause difficulties for their principal employer. ‘Moonlighting’ can lead to divided allegiances, conflicts of interest and poor job performance. Some senior leaders in government indicate that almost 10 per cent of public servants are engaged in some private sector activity or entrepreneurial initiative, separate and apart from their contract with the Government of the Bahamas.

The ‘second job’ often begins quite innocently, and the principal employer is usually aware. It is not uncommon for an employee to want to work an additional job, and this often presents no obvious problem to their employer. The challenge begins when the burden of this second job starts to affect the employee’s performance in the workplace, simply because they have taken on too much and are too fatigued to work to the required standard.

This situation is further complicated if the moonlighting employee works for a competitor, and begins to divert customers to this rival. The employer must move swiftly to address this conflict.

The employee’s initial ‘onboarding orientation’ experience is perhaps the best time, and opportunity, to detail the company’s ‘moonlighting policy’. Employees should hear from the human resources team that there is a basic requirement for them to devote full-time attention to the employer’s business during working hours. All employees are expected to promote and protect the interests of the employer, and to disclose to the employer any information relating to wrongdoing by themselves or any other employee. The employer should make it mandatory that an employee seeks permission before accepting a second job, and/or that the new recruit disclose if they already work for another employer.

In cases where moonlighting cannot be discouraged, make as a matter of policy the following statements to employees:

1. Tell employees they cannot mix their business with your company’s business.

2. Discourage employees from selling items to other employees.

3. Closely monitor the work assignments and deliverables of moonlighting employees to ensure their level of productivity is not declining.

Many times, moonlighting employees are the ‘go-getters’ on the team, and have sufficient integrity to manage their personal affairs well. The leader and employer must be certain that despite their drive to supplement their salary, these employees understand time on the task.

• NB: Ian R. Ferguson is a talent management and organisational development consultant, having completed graduate studies with regional and international universities. He has served organsations, both locally and globally, providing relevant solutions to their business growth and development issues. He may be contacted at tcconsultants@coralwave.com.