How to manage an employee with a second job or side gig

"There are many reasons why someone may have a second job or some kind of side gig when they're working for you. They may have financial needs that are greater than what you can pay. They may have expertise that enables them to consult or engage with other businesses. They may have a passion project or startup that they're nurturing while they work for you."

"Some workplaces (like mine) require explicit declarations of conflicts of interest that include any outside employment. Even if that is not a requirement, you may want to encourage members of your team to keep you apprised of their other commitments (including their work with nonprofits that might burnish the image of your organization). Ultimately, it is important to know three things about any outside employment of your team members: the drawbacks, the synergies, and the potential for an exit."

"When you find out that someone working for you has another job as well, that can be disconcerting. It may even feel like a betrayal. It is important to separate the actual drawbacks of this arrangement from your feelings. Clearly, one problem with an employee who has a second job is that they may not be spending enough time on the primary work you need them to do. If your organization has a formal policy around the number of hours an employee is working, then you need to ensure that they are actually putting in the time. This can be particularly difficult to do when your workforce is remote. But, if you have concerns about the hours and effort, then have a conversation with your employee and and develop a system for accountability."

Employees take second jobs for financial need, consulting opportunities, or passion projects while continuing primary employment. Outside employment can reduce available time, impair performance, and introduce conflicts of interest or the risk of information misuse. Employers can require declarations of outside work and should encourage disclosure of other commitments, including nonprofit activities that reflect well on the organization. Managers should verify hours, address remote-work accountability, discuss concerns directly, and establish systems for monitoring. Employers should also evaluate potential synergies from outside work and assess when side work could signal an impending employee exit.

Read at Fast Company