The COVID-19 era catalysed digital transformation in work, ushering in unprecedented technological integration and innovation.

During the pandemic, organisations increasingly adopted cloud computing, leveraged digital platforms, implemented e-commerce solutions, and bolstered cyber security measures to support remote work setups and enhance overall business resilience. Previously, digital technology was strictly utilized in management systems like the ERP system (Narimissa et al., 2020). However, as Chunguang Bai, a blockchain analyst, explains, the technological boom during the pandemic has driven significant digitalisation in the workplace. Companies are now employing ‘cross-boundary technologies’ such as social media and e-commerce platforms, allowing employees to work from the comfort of their homes (Bai et al., 2021). Today, one can claim that the shift towards digitalisation has not only streamlined operations but has also paved the way for more efficient communication and collaboration among teams, even in remote settings. Through this piece, we aim to understand how work has become digitised and how this digital transformation has affected employee behaviour in the case of “moonlighting.”

Building upon the digital transformation triggered by the pandemic, a crucial shift emerged: the normalisation of remote work post-pandemic. As discussed earlier, the concept of “cross-boundary technologies” became a necessity. Businesses of all sizes and industries adopted online platforms to maintain operations and keep employees connected. In India, for instance, this trend is manifested in innovative ways. Through interviews with business owners/executives, it was found that a large percentage of their business was being handled online, with examples of provision store owners home-delivering their products by coordinating with their customers through WhatsApp or software firms utilizing software such as AnyDesk to provide online technical assistance. This digital transformation was not limited to India but was a norm across the globe (Mandviwalla & Flanagan, 2021), with businesses still continuing to use online software, which they relied upon to survive the pandemic. suggesting this digital shift wasn’t temporary. Many businesses discovered the cost-effectiveness and flexibility of online work models. They continue to utilise these tools for communication, collaboration, and even customer interaction. This widespread adoption of online work environments has fundamentally altered the way we work, blurring geographical boundaries and paving the way for a more distributed workforce. It’s within this context that we now explore the impact of this digital revolution on the phenomenon of moonlighting.

The pandemic has presented a dual-edged scenario for individuals engaging in moonlighting, a phenomenon where an employee holds multiple jobs simultaneously. This practice occurs for various reasons, like lack of financial stability, income diversification, or pursuing hobbies or passion projects. While the trend has been observed in the pre-pandemic workspace, the digitalisation of work due to the lockdown has had a considerable impact on this phenomenon. As Times of India reported, post-pandemic there has been an unprecedented increase in the trend of moonlighting, with over 43% of employees, with a significant number of employees from the IT industry, finding dual employment favourable to safeguard their earnings (Gupta, 2023). What is unique is that the trend of moonlighting is more common amongst freshers, or employees who are new to the professional workspace and have time to devote to a secondary job, when compared to employees who are well-established or known in that industry. This becomes evident when one analyses employees working in close-knit community-owned businesses (medium- to small-scale family-run businesses in India), where having a strong network in the community is essential for landing the said job.

Additionally, with an increase in the digitalisation of work through different means, full-time employees are not just participating in a secondary part-time “traditional” job but also remote freelance work through platforms such as Fiverr, Freelancer, or Youth4Work. The allure of the gig economy and freelance work becomes stronger, with digital platforms offering unprecedented access to clients and opportunities. Batool et al. through a Google search engine analysis present evidence for the same, suggesting that “lockdown has a significant and positive effect on Upwork and Fiverr” (Batool et al., 2021). Moreover, the digitalisation of work processes has made it easier for individuals to juggle multiple jobs simultaneously. With the availability of various productivity tools, communication platforms, and project management software, individuals can manage their time and workload across different employment opportunities effectively. This digital transformation has facilitated moonlighting by opening doors for professionals to collaborate with clients or employers globally, transcending geographical limitations and expanding their earning potential.

While the digitisation of work post-pandemic has uplifted moonlighters, one cannot fail to acknowledge the privilege attached to having multiple jobs. Mr. Sharma, a provisional store owner and passionate photographer by avocation, divulged that before the pandemic, he indulged in a side hustle as a freelance photographer. However, various unprecedented challenges forced him to shutter his photography endeavours temporarily, redirecting his entire focus toward sustaining his provision store. As economic turbulence swept across industries, moonlighters have found themselves navigating a landscape riddled with job insecurities, reduced hours, and heightened competition. Like Mr. Sharma, various workers and entrepreneurs who engage in a side hustle or manage two or more jobs have been forced to re-evaluate their priorities and shift their focus and interests. The flip side of this digital revolution is the hyper-competitive landscape it creates, with more individuals vying for the same gigs and jobs (Mandl, n.d.). This heightened competition can lead to a race to the bottom in terms of pricing and quality, making it challenging or even counterproductive for moonlighters to secure steady income streams as they now risk burnout and a drop in productivity for an income that lacks security and value in this new economy. This shift epitomises the sacrifices and hard choices faced by employees as they navigated through the post-COVID-19 workspace.

In conclusion, the fact that the post-pandemic workspace has increased its dependency on digital technology is not a far-fetched claim anymore, making it essential for services and businesses to digitize their workload. This undeniable acceleration of the digital transformation of work across industries has led to significant changes in the context of moonlighting. The shift towards digital platforms, remote work setups, and increased connectivity has facilitated moonlighting among employees, providing them with opportunities for income diversification and global collaborations. However, while the digital age has undoubtedly opened up new opportunities for moonlighters, it has also introduced certain complexities and challenges that require careful consideration. As we move forward in this post-pandemic digital era, finding a balance between flexibility, well-being, and economic stability will be crucial for moonlighters to thrive in the ever-evolving landscape of work.

Authors: Sujal Jain, Undergraduate Student, FLAME University & Prof. Moitrayee Das, Faculty of Psychology, FLAME University.