Bosses shouldn't be worried about it.

Is it just about the money? Or are some employees simply unhappy and looking to fill the buckets that contribute to their overall happiness at work?

As the remote work trend continues, approximately 5% of employees in a typical organization are concurrently holding two full-time jobs, a "growing phenomenon" revealed in a recent McKinsey report. This dual employment, driven partly by the rise of remote roles, has sparked debate about the ethics and implications of such practices. While some view this as a symptom of issues like low wages and high living costs in the US, others see it as a breach of trust, potentially leading to "time theft".

Jennifer Moss, an esteemed workplace culture expert and the author of "The Burnout Epidemic", offers a balanced perspective. She underscores that side jobs become problematic only when employees fall short of their primary job objectives. "As long as those objectives are being met, then we have to ask ourselves, 'Does it really matter?'" Moss says.

Instead of a reprimanding approach, Moss suggests employers reflect on the underlying reasons compelling their staff to pursue second jobs. Whether it's due to inadequate compensation, a lack of engaging work, or excessive free time, Moss emphasizes that understanding these motivations is crucial. "Make sure that workload is manageable — we don't want workers burned out," she comments. "But underwork can be soul-sucking. If we've built up our skills and they're not being utilized, we'll seek out new opportunities."

This revelation calls for companies to evaluate job roles meticulously and address the root causes driving employees to double-dip in search of fulfillment in their role and increased happiness at work.