Why Future Nature of Work Needs Us to Talk Moonlighting?

THIS ARTICLE DEEPLY acknowledges a recent discussion of a group of seasoned senior HR leaders from across segments of Corporate India.

Once upon a time, a rug merchant saw that his most beautiful carpet had a large bump in the centre. He stepped on the bump toflatten it out – and succeeded. However, the bump reappeared in a new spot not far away. He jumped on the bump again, and it disappeared for a moment, until it emerged once more in another place. Again and again, he jumped in his frustration, until finally he lifted one corner of the carpet and out slithered an angry snake.

Peter Senge, the famous Systems guru shared this story in his book, The Law of the Fifth Discipline. It leaves the reader with a vivid image of failure to examine the underlying nature of conflicts at work – that just become the snake under the rug. Even destroying the snake is not enough.

Those old enough to remember or those who have read Indian history, would know that during the colonial era, there were many snakes, and the British offered a bounty for capturing them that led to an increase in snakes, as people started to breed them for the reward money. So, the intent could have both intended and unintended consequences.

The issue of moonlighting (including holding dual full-time employments, or a supplementary commercial activity on weekends, even freelancing quietly as a gig consultant) has been in vogue for several years – perhaps decades – involving many levels in the organisation, irrespective of whether we were unaware of it or had turned a blind eye to it. The issue is quite widespread but was felt more acutely in the post pandemic world, particularly in the IT and ITES industry sector, with clients’ demands for an acceleration of digital technology.