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The tech industry has always been a hotbed of innovation, and the rise of polyworking is no exception. But is this new approach to work a perfect fit for the fast-paced, demanding world of tech?
We asked leaders across the industry to share their perspectives on the potential impact of polyworking on company culture, talent acquisition, and the future of work.
Read on!
Matt Erhard
I wouldn’t say this “trend” is anything new—it’s just the name that’s different. In the past, working a side-hustle or second job was known by other terms like “moonlighting”, and has been a fairly common practice for some time now.
I would say the growth of this phenomenon in the tech industry specifically is a natural evolution of the expansion of the gig economy, and how much easier it’s gotten for tech professionals to find and perform freelance or contract work on the side of a full-time position.
My general thoughts on any kind of side gig/second job/freelance work on the part of employees is that, so long as it’s not disrupting their day-to-day work or how they contribute to the company, there is no reason for employers to concern themselves with it.
If employees want to earn some extra income or grow their career by taking on additional side projects, that is their prerogative.
The only area where I would say tech companies need to be careful is if the employee works with proprietary or sensitive information or systems, or you’re concerned that they’ll share techniques or data they’ve acquired in your company with their other clients.
In this case, a protection like an NDA or non-compete agreement may be appropriate. Otherwise, though, I would say this is something employers can safely ignore.
Potential benefits of polyworking:
Employees who take on a variety of roles can acquire and hone additional skills or knowledge areas that they can bring back to their primary job and use to benefit your team. Working for multiple companies can also expand their perspective on different strategies and approaches to their tasks, which they can share with your team to improve their performance.
More employee satisfaction and higher retention. If employees know they can continue to grow their career with side projects while staying employed with you, they may not feel the need to seek an entirely new job when they want to take on different projects or increase their earning potential.
Potential drawbacks of polyworking:
Side work could distract your team from their main job. In the extreme, I have heard of employees actually on the clock with one employer while they’re doing work for another, which is a drain on the primary employer’s resources.
Employees who take on additional work during their free time will often be more susceptible to burnout and overwork. Some professionals are able to handle this kind of high-intensity workload, but for many this could leave them less effective for both jobs.
Conflicts of interest or availability. If you need an employee to put in additional time, they may be less able to if they also have a side project. There is also the risk that an employee working for a competitor could cause issues with confidentiality or loyalty.
In my experience at Next Level Technologies, polyworking can be an effective strategy when focused on the integration of IT and operational goals, especially in cybersecurity and compliance.
With remote work becoming more prevalent, the opportunity to leverage multiple skills across different projects appeals to the tech industry.
Our success in deploying Microsoft Teams for communication during COVID-19 is a testament to embracing versatile work modes.
However, caution is needed. I’ve seen the pitfalls of fragmented focus adversely affecting project quality. At Next Level Technologies, we’ve addressed this by fostering a culture that prioritizes ownership and continuous improvement, ensuring all efforts contribute cohesively to our goals.
Polyworking is about adaptability and maximization of resources. In industries like IT, where precision and innovation converge, structured polyworking can open doors to untapped potential, provided companies implement strong management frameworks.
It’s crucial to keep an eye on depth, ensuring skills are complementary rather than conflicting
Polyworking is more than just a buzzword—it’s a pivotal shift the tech industry should accept. Having collaborated across marketing, product management, and design in companies and startups, I’ve seen how overlapping skills foster innovation and agility.
While working with a fintech startup, spearheading software design while also overseeing brand and marketing aspects helped streamline efforts, culminating in a seed round success and eventual acquisition.
Adapting AI for SEO services, like at Adaptify AI, thrived on polyworking principles by integrating automated content creation with strategic SEO processes. Such cross-functional synergies optimize resources efficiently and generate dynamic solutions custom to evolving market demands.
However, a potential pitfall lies in task fragmentation, much like my experience managing multiple digital platforms. It’s crucial for teams to maintain focus on core goals. Properly aligned skill sets and strategic objectives ensure that polyworking maximizes positive impacts without dispersing efforts into ineffective multitasking.
As an AI Consultant and CEO of Swap Faces, specializing in cutting-edge AI and deep learning, I see polyworking as more than a trend—it’s a potential game-changer. The rise of skilled professionals juggling multiple roles could reshape tech workplaces.
The benefits? Enhanced innovation and diverse skill application as workers cross-pollinate ideas across projects.
However, challenges loom, such as potential burnout and issues with loyalty and focus.
For tech companies, embracing structured polyworking policies could attract top talent and foster a culture of continuous learning. Yet, without balance, productivity might suffer.
Polyworking reflects a shift toward valuing autonomy and varied expertise, signaling that tech leaders should adapt rather than dismiss it.
Polyworking is not a fad but a transformative shift technology companies must accept. At SuperDupr, we’ve employed diverse talents and multi-disciplinary teams, allowing us to innovate swiftly, such as the successful revamp of Goodnight Law’s online presence.
This approach mirrors polyworking by leveraging diverse skills across projects, enhancing creativity and output.
One key benefit is agility. In our work with The Unmooring, managing multiple disciplines led to improved digital engagement, showing how versatile expertise can yield substantial growth. It’s crucial, though, to maintain focus to prevent dilution of responsibilities, which can undermine effectiveness.
Polyworking’s future potential lies in its ability to harness diverse perspectives while ensuring individuals are supported with clear objectives and roles. For companies, it means fostering environments where adaptability and collaboration thrive, guiding employees to use their diverse skills toward cohesive project outcomes. This balance ensures polyworking is a strategic advantage rather than a distraction.
Polyworking in tech isn’t just a trend—it’s an opportunity to harness diverse skills across roles, enhancing business agility. In my experience at Profit Leap, integrating AI with business strategy has underscored how multitasking can drive value. For instance, when we developed Huxley, our AI advisor, it allowed us to streamline processes across small businesses, fostering innovation by reallocating resources to strategy and growth rather than routine tasks.
However, polyworking must be managed strategically to avoid fragmentation. I emphasize the importance of maintaining a coherent workflow, as seen in our cross-departmental collaborations. By having team members contribute to projects like AI integration and market analytics simultaneously, we’ve driven innovation without compromising our core competencies.
This approach doesn’t dilute expertise; it improves versatility. In law firms we’ve guided, revenue rose significantly by adopting polyworking in marketing and client engagement roles, leading to dynamic operations and increased satisfaction. For tech companies, this adaptability could be key to future-readiness in today’s fast-evolving landscape.
The Techronicler team thanks these leaders for taking the time to share their valuable insights on polyworking.
If you wish to showcase your experience and expertise, participate in industry-leading discussions, and add visibility and impact to your personal brand and business, get in touch with the Techronicler team to feature in our fast-growing publication.
