How do we deal with Identity and Access Management for moonlighting employees?

Whether we like it or not, moonlighting is here to stay. The causes of the moonlighting effect are easy to understand: 

A. We now know that when the going gets tough, organisations can and do fire employees with no warning whatsoever. 

B. When the profits are good, the executives get the fattest bonus checks, but when there are losses, employees get the pink slips, not the managers who are responsible for PnL. 

Therefore, we arrive at the following axioms: 

A. Loyalty as a concept does not apply to the employer - employee relationship. It is a work for pay contract. 

B. An employee cannot rely on their employer for financial stability. They have to ensure it themselves. 

C. For a mid-level employee, the only resource they can deploy to earn the secondary income is their own skill. 

So, moonlighting is a legitimate response to conditions created by myopic employers. Because it makes common sense, it is here to stay. 

How do organisations prepare for moonlighting? 

Contrary to what we might think, moonlighting is not that dramatic a phenomenon. Our part time employees and freelancers have always been doing this - offering their skills and expertise for a limited time per day and getting paid for it. 

So, on the HR side, we have finally been able to create a policy guideline that will allow organisations to offer moonlighting as a legit business and employment practice (happy to share that if you'd like). 

But, what do we do about Identity and Access Management? 

And this is where it gets really tricky. A moonlighting employee presents a potential incident and data leakage vulnerability. 

How do we, as organisations, proactively create policies that will allow employees to use technology to remain productive, while managing the organisation's risk? 

How are you doing this?