Who has time to moonlight? Many firms have 65-hour-a-week tax seasons.
When I started, I had to work three hours extra for two nights and five hours on the weekend. I got paid for the two nights, but not the weekend. I worked hard with intense concentration, but I also had time to hustle up tax return clients. I was single and I lived at home. No responsibilities, no cares and no unfinished work when I left, on time, for the day. Today it is different, and “we” complain about the millennials. It is not them. It is “us,” but that is a different soapbox.
It was important for me to moonlight, and I also think it is important for today’s staff. I believe that staff who moonlight are better performers, more entrepreneurial and better engaged with clients. They take more responsibility with their work and know how to complete a job. They understand the details and the clients’ reactions to what they receive, how it’s delivered, and how to make it user friendly.
Moonlighters also know the consequences of making mistakes and become much better employees because of that. The moonlighting creates added experience, and mistakes accelerate that experience. Plus, it is not on your time! They also are more process-oriented, manage their time better and develop self-checking techniques. The downside is they likely have a desire to start their own practice and may not be available to work as much overtime as you would want (but they would be working all of the “required” hours). Their minds might not be focused as much on your clients. However, those with an entrepreneurial spirit usually are ego driven and always want to do the best job possible on whatever they are working on.
From a money standpoint, moonlighting might not pay for them. If they work for a firm that pays overtime, they could probably work the extra time they are spending moonlighting and make as much. Plus, they would save on the software costs, a website and portal, office supplies, postage and overnight services, and professional liability insurance, and would not need a separate PTIN number. In many respects it is not the money, but the challenge and opportunity that they can do it. When I advise people who want to leave their jobs and start their own practice, I tell them that if they have not done any moonlighting, it would be much more difficult because it is an indication to me that they are not entrepreneurial.
In today’s world of public accounting, there is pressure for staff to work as many hours as possible, pushing all reasonable limits. This pretty much wipes out any moonlighting opportunities and also wipes out the benefits to firms of their staff performing at a higher level that they learn to do on their own dime.
I know many owners and partners who shun moonlighting, and the staffers who do it have to keep it hush hush. But I also know many owners and partners who support staff who moonlight, and I believe they are much better off for it. Managing a practice is a balancing act and requires much judgment. This is an area that needs management awareness, sensitivity and understanding.
Do not hesitate to contact me at
