Polygamous working isn’t just fraud, writes Susie Thomson, Chief Operating Officer, at the screening and checking agency Matrix Security Watchdog, pictured; she describes it as a ‘wake-up call for smarter screening’.
The recent news that a civil servant allegedly held multiple full-time jobs across different government departments has rightly caused concern. But beyond the headlines, this isn’t just an isolated act of deception — it highlights a broader vulnerability in how we monitor and manage the workforce.
In my many years in pre-employment screening, I’ve been tracking the rise of ‘polygamous working’. It’s a term used to describe individuals taking on more than one full-time job without disclosure, often to the detriment of their employers, teams and even their own well-being. Since the pandemic, with hybrid work models and economic strain becoming more common, these types of arrangements are easier to hide — and harder to detect.
Let me be clear: holding a second job is not illegal. For many people, particularly during times of financial hardship, it’s a necessity. But the issue arises when individuals don’t disclose this additional employment, especially if it creates conflicts of interest, leads to performance concerns or breaches contractual obligations. Moonlighting in this way can have serious consequences. It’s not just about reduced productivity. There’s a real risk of employee burn-out, misuse of company resources, data security breaches and overall erosion of trust in the workplace. In highly regulated or safety-critical sectors — like healthcare, government, or finance — these issues can quickly escalate into legal and reputational disasters.
That’s why it’s crucial to introduce more robust workforce screening practices — not just at the point of hire, but throughout the employee lifecycle. Ongoing or periodic rescreening helps employers stay in touch with changes in an employee’s circumstances, detect risks early and supports individuals who may be struggling or overextended.
In today’s workforce, transparency is key. When people feel safe enough to disclose their outside commitments, and when employers foster a culture that supports openness, both sides benefit. Employers can plan resourcing more effectively and mitigate risk. Employees, in turn, feel respected and trusted, which drives engagement and loyalty.
Of course, implementing these practices must be done with care and consent. Tools that leverage secure financial data (with full employee authorisation) can offer a clear and ethical way to identify potential undisclosed income sources. Used correctly, these checks can open up productive conversations – not punitive ones.
Ultimately, we need to stop thinking about screening as a one-time box to tick. The workforce is evolving. So too must our approach to governance, compliance and care. Ongoing checks, clear policies around external employment and a supportive approach to wellbeing can help businesses protect themselves, while still supporting employees through increasingly complex working lives.
The civil service case may be extreme, but it is not unique. It’s a timely reminder that trust isn’t just given. It must be earned, maintained and underpinned by systems that work.
