Outsourcing of company work is as commonplace as any other means by which projects are assigned and completed. In a business-to-business framework, with contracts, SLA’s, and quality measures, it often makes sense and yields desired results while keeping full-time employee workloads in balance. Not all outsourcing, however, is a controlled process, visible throughout the chain of command. In his recent article “The Shadowy New Way Employees are Cheating Their Way to the Top” journalist Rob Price brings to light the phenomenon of “shadow stand-ins”, where employees secretly outsource parts or all of their job responsibilities.  

Price’s research points to a significant rise in this practice since the onset of the COVID-19 pandemic. Remote work, while offering flexibility and convenience, has inadvertently provided a fertile environment for this practice to flourish. The pandemic’s disruption of traditional work approaches, combined with the global reach of social networks and software tools, has made it easier for employees to delegate their work to external parties without detection. This has especially been true of workers in technical fields, such as information technology, where tasks may be more easily transferred to tech savvy workers in low-cost labor markets such as can be found in Asia.  

Shadow stand-ins can take on a variety of forms – from providing support with simple tasks to being given login credentials for full remote system access. In a typical scenario, employees who seek to outsource can connect with stand-ins on one of many platforms, including Facebook, Upwork, and Fiverr. They then assign work, receiving and submitting it as their own to supervisors.  While some outsourcing may be a response to feeling overworked and overwhelmed, a number of employees cite greed as their primary motivator.  In one example, Price describes a U.S. software developer based in Asia who outsources the three full-time jobs he’s paid for by unknowing U.S. employers to a group of low-cost programmers in-country.  

In a broader context, the stand-in phenomenon reflects changing attitudes toward employers. Many employees, particularly those of younger generations, are increasingly skeptical of traditional corporate values and may view the use of shadow stand-ins as a way to "game" a system that they perceive as exploiting them. This mindset is ironically compounded by the economic disparities between developed and developing countries, where workers in low-wage economies are willing to take on outsourced tasks for a fraction of the pay that their counterparts in wealthier nations receive.

Some make the argument that there’s nothing wrong with employees hiring stand-ins, reasoning that work is being done, on time, and without extra costs as the employees themselves are absorbing those. Multiple concerns arise, however, that should give pause to employers.

First, there are obvious security risks involved with sharing sensitive information or providing access to company systems.  Second, quality control will be more difficult to maintain as outsiders, possibly less qualified, take on work assigned to the job’s incumbent. Third, legal and compliance issues may arise from tasks being done by unauthorized workers, including violation of contractual obligations, data protection regulations or labor laws. Fourth, the integrity of the employee comes into question as they have been operating outside the knowledge of their employer.  Finally, the discovery of shadow stand-ins within the organization could have a negative impact on employee morale as employees who follow company policies and do their own work responsibly feel demotivated or unfairly treated that others are getting away with outsourcing their responsibilities.  

What can employers do to discourage the enlistment of shadow stand-ins and limit their risk exposure? There are several strategies organizations can take:

1. Enhance monitoring and accountability.  Employers should implement robust monitoring systems to track productivity and output. Regular check-ins, progress reports, and performance reviews can help ensure that work is being completed by the assigned employee.  Ensure that clear consequences are communicated for employees who engage in unauthorized outsourcing.
2. Strengthen security protocols.  Employers should reinforce cybersecurity protocols and limit access to sensitive information, require two-factor authentications for remote access, and regularly review systems logs unusual activity. Employees should be regularly trained in cybersecurity best practices. 
3. Promote a positive work culture.  A culture that fosters trust, transparency, and employee engagement can reduce the likelihood of stand-ins.  Employees should be encouraged to maintain an open dialogue regarding their workload or other concerns.
4. Review and update policies related to remote work, outsourcing and the use of third-party services.  
5. Address pay disparities.  Offering competitive wages, benefits, and professional development can help reduce the temptation for employees to leverage shadow stand-ins for their own gain.  
    

Source:  Business Insider