The case of Soham Parekh exemplifies the ethical complexities surrounding overemployment and raises the question of why multiple job holding is often deemed unacceptable for skilled workers. There is a noticeable double standard where CEOs operate multiple roles without scrutiny, while talented marketers and engineers face criticism for seeking additional employment. The emergence of fractional roles in startups contrasts with traditional corporate methods, highlighting a gap in talent acquisition strategies. To address these changes, clear policies regarding multiple job arrangements are needed to create a more equitable and adaptive work environment.
The methods of Soham Parekh, who misled multiple employers, raise ethical questions, but they also highlight the need to rethink our view on multiple job holding.
Double standards exist in the workplace where CEOs can hold multiple roles, yet skilled employees are constrained to one. This doesn't benefit anyone.
The embrace of fractional executives by startups demonstrates a shift in modern work structures, contrasting with large corporations that cling to traditional consulting hires.
Establishing clear policies for multiple job arrangements could provide transparency and better talent management, countering the trend of covert employment.
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