The term ‘double dipping’ has gained prominence among corporate leaders, highlighting concerns that employees may be simultaneously engaged in more than one full-time role while working remotely.

The Emergence of Double Dipping

With the advent of remote work, a segment of the workforce has discreetly embraced the practice of holding multiple full-time positions. This trend, which gained traction during the pandemic, was initially perceived as a strategy to bolster job security amid a volatile labor market. Some individuals even viewed it as a pathway to accelerated financial independence, with the potential to significantly increase their earnings. A notable example involves an individual juggling three roles at Meta, IBM, and Tinder, aiming for an annual income of $820,000.

Historically, holding a second job, known as ‘moonlighting’, dates back to 1957. However, the novelty of ‘double dipping’ lies in the ability to perform both roles simultaneously during standard work hours, a practice facilitated by the absence of direct managerial oversight in remote settings.

The Term ‘Double Dippers’

Originally self-described as ‘overemployed’, individuals engaged in this practice are now referred to as ‘double dippers’, a term coined by the consulting firm McKinsey.

The Extent of the Issue

McKinsey estimates that approximately 5% of employees in a typical organisation might be involved in such activities. Conversely, a survey by Monster indicates a higher prevalence, suggesting that up to 37% of U.S. workers may be ‘double dippers’. Despite these figures, the actual number of individuals engaged in this practice remains uncertain.

In 2021, a Discord channel dedicated to discussing multi-job strategies had 450 members, which has since grown to over 55,000. However, this figure likely includes many who are merely curious about the concept, and it represents a mere 0.03% of the U.S. workforce, significantly lower than McKinsey’s 5% estimate for a typical organisation.

The Reality and Consequences

While ‘double dipping’ does occur, as evidenced by ongoing investigations into undisclosed secondary employment among British council workers, it is not as widespread as some fear. Participants often experience burnout and return to a single job. Furthermore, employers have the upper hand, as covertly holding two simultaneous full-time jobs is generally considered grounds for dismissal.

With the trend towards returning to office-based work, the feasibility of maintaining multiple full-time positions is expected to diminish, potentially curbing the practice of ‘double dipping’.

How to resolve the issue

To address the issue of ‘double dipping’ in the workforce, executives can employ several strategies centered around positive reinforcement and active engagement.

Creating a culture of open communication is crucial. By encouraging honest discussions about workload, job satisfaction, and career goals, employees feel more valued and understood, lessening their need to seek additional employment. Regular check-ins and personalised feedback can provide essential support and help in aligning their aspirations with the organisation’s goals.

Recognition and reward for performance play a vital role. Implementing a system that acknowledges and rewards exceptional work can significantly enhance job satisfaction. This could include bonuses, promotions, or even public recognition. Tailoring these rewards to individual preferences can make them more effective.

Ensuring competitive compensation and comprehensive benefits is also vital. Regularly reviewing and adjusting salaries and benefits to match industry standards can decrease the incentive for employees to look for additional income sources. Offering a range of benefits, from health insurance to mental health support, addresses various aspects of employee well-being.

Opportunities for professional growth within the organisation are essential. Providing clear career advancement paths and investing in employee training and development keeps the workforce engaged and less likely to seek opportunities elsewhere. This approach also helps in building a more skilled and dedicated team.

Promoting a healthy work-life balance is another key strategy. Encouraging reasonable working hours and respecting personal time helps prevent burnout, making employees less inclined to take on additional jobs. Flexible working arrangements can also play a significant role in accommodating diverse lifestyles and responsibilities.

Implementing collaborative team structures fosters a sense of belonging and accountability among employees. Regular team meetings and collaborative projects ensure active engagement and contribution, which is crucial for a connected and productive workforce.

Lastly, technology can be a valuable asset in enhancing engagement and monitoring performance. Utilising tools for effective communication and collaboration keeps remote workers connected. Data analytics can help in identifying disengagement or underperformance patterns, allowing for timely interventions.

Establishing clear policies regarding secondary employment is also important. Transparency about these policies builds trust and ensures that employees are aware of the expectations and potential consequences of ‘double dipping’.

Through these approaches, executives can create an environment that not only discourages the need for additional employment but also fosters a more engaged, satisfied, and productive workforce.