Polywork: The new versatility in the world of work
Polywork – another trending topic in the world of work? What is really behind it?
On closer inspection, it becomes clear that polywork is more than just a new term. It embodies a fundamentally human and meaningful idea: in today’s world of work, more and more people are looking to utilise their personal skills and interests in different areas rather than committing to a single career. More and more workers, especially young people, are consciously choosing to blur the lines between paid work, entrepreneurial activities, volunteering and personal interests. This approach leads to a kind of “polyamory of work” and can take many forms, e.g. freelancing, part-time employment, independent projects or voluntary work. Digitalisation opens up numerous opportunities, crises require adaptation and the work-life balance is taking on ever more diverse forms.
What is polywork?
Polywork is a way of working in which people carry out several different activities, projects or roles at the same time, rather than limiting themselves exclusively to one permanent job. These different aspects of work can merge seamlessly and provide a meaningful and fulfilling professional experience. The term emphasises the idea that work no longer has to be fixed in rigid structures, but can be flexible and adaptable.
An example of a polyworker would be a Scrum Master who works for a software development company during the day, supervises various freelance projects in the evening and takes part in a voluntary art project at the weekend.
This flexibility is not limited to creative professions, but also works for professions that are normally considered less flexible. It is possible to be employed part-time by a company, work freelance on the side or be active as a lecturer in another field while taking care of family or social projects.
The difference between polywork and multitasking
Polywork and multitasking may seem similar at first glance. Both concepts involve the idea of carrying out several activities simultaneously. However, there is a crucial difference in the approach and the underlying principle. People who practise polywork consciously strive for a wide range of activities. It is not about doing many things at the same time, but about managing different tasks, projects or roles over time. Polywork emphasises structure and the deliberate use of skills in different contexts to create a varied and fulfilling professional experience. In contrast, too much multitasking can lead to stress, loss of quality and inefficient ways of working.
As an aside, I would like to mention that there is a social media network called Polywork, which was launched a few years ago as an alternative to LinkedIn and others. However, the relevance of this network seems to be limited as it is hardly known in my working world.
The advantages of polywork in a changing world of work
The world of work is in a constant state of flux, characterised by volatility, uncertainty, complexity and ambiguity (VUCA). In this dynamic environment, it is crucial that people are able to adapt quickly to new requirements. This is exactly where Polywork comes into play. Polywork enables people to utilise their skills and experience in different contexts, making it easier for them to adapt to change. The versatility creates a natural adaptability.
In an agile working environment, it is very important that people have a wide range of skills. Polywork encourages the development of different competences, helping people to perform successfully in different situations and projects.
The traditional career ladder is often no longer linear in the VUCA world. Polywork gives people the opportunity to shape their career in a non-traditional way. They can gain different experiences and flexibly adapt their career journey.
The ability to work in different contexts strengthens mental resilience to unpredictable challenges. Polyworkers are often more resilient and better prepared to deal with uncertainty and complexity.
Polywork can be seen as a targeted strategy to meet the challenges of the VUCA world. It is the answer to the need to be flexible and adapt quickly. At the same time, it is also the “other side of the coin” of VUCA, as the demands of today’s world mean that people are increasingly looking for versatile career paths.
Employers can also benefit from Polywork. By utilising versatile employees who bring different skills and perspectives to the table, companies can respond more flexibly to challenges. Polywork also promotes creativity and innovation in teams. It also reduces the risk of staff turnover. The grass often seems greener on the other side when you are permanently employed by a company. But if you look at it from different angles, you quickly recognise that this is rarely the case. It always depends on how the sun shines on it.
Polywork can promote employee loyalty. It does not necessarily require an exclusive commitment to one employer. On the contrary, a part-time employee who is fully committed is often more productive than a full-time employee with reduced commitment.
Polywork and labour law: flexibility and regulation
Polywork promises freedom, flexibility and individualisation. But this diversity requires just as much regulation as rigid systems. To protect the interests of employees and employers alike, it is crucial to establish clear working hours and harmonise responsibilities. In my book on life-phase orientated leadership (Lebensphasenorientiertes Leadership¹), I emphasise that different life phases require different working models. Therefore, different labour contract regulations are necessary. These arrangements can be used for care work, voluntary work, sabbaticals or part-time work.
An important aspect of labour law is determining the extent to which working hours are reduced and whether fixed working hours are required. This varies depending on the job.
The employer does not necessarily need to know details about hobbies or family situations. However, the situation becomes more complicated with multiple concurrent employment relationships. The main employer may have to authorise secondary employment. Activities that compete with the main employment relationship may be excluded. A detailed review is required to rule out potential conflicts in advance. Transparency is the most important aspect here. Open communication significantly reduces the risk of conflict.
It is also important to emphasise that polywork is not a one-way street. Diversity for the employee also means an opportunity for the employer. Labour law forms the common guardrail within which secure and flexible contracts can be negotiated. Network structures created by polywork require complex regulations. However, this does not necessarily have to be complicated if it is approached correctly.
The exciting combination of polywork and volunteering
I have always been fascinated by how our working world can improve if we are also socially engaged. At the same time, volunteering benefits from the experiences of agile working environments. Many people use their versatility to be active not only professionally but also socially. This combination can be both personally fulfilling and socially valuable. The future belongs to polyworkers who, in addition to their profession, are also active in a digital education organisation and use their technical skills to teach young people programming. Polywork builds bridges between different occupations and thus between people.
Conclusion
In today’s dynamic and sometimes insecure world of work, Polywork offers an innovative way of combining career and personal interests. The variety of activities opens up new opportunities for personal growth, professional development and social commitment. It is not about getting lost in too many tasks. Rather, the desire for variety and flexibility in work should be balanced. The Greek word “poly” may mean variety, but in the world of work it should not be interpreted as “too much”. An individually healthy balance of security and agility, of predictability and spontaneity, of learning and ability, leads to many “perfect matches”.
Imagine working in an office, founding an NGO and producing a musical at the same time. This may sound a little exaggerated, but there are many other realistic combinations. There is a lot of potential for an agile working world in the polyamory of work. And quite honestly, many of us have long been multi-track travellers. Just think about it.
Extra bonus
Here you will find 3 additional questions answered by Britta Redmann (please press the plus buttons):
What are the potential risks associated with polywork?
Britta Redmann: Polywork and multitasking are two different concepts, but it is important that when using polywork, people are careful not to multitask too much and work on several tasks at the same time. Such an approach can easily lead to overload, stress and therefore a loss of quality. It is therefore crucial to have a clear work structure and self-organisation as well as the ability to consciously engage in different contexts.
How useful is it for employers to actively support the idea of Polywork?
Britta Redmann: I think it makes sense and is beneficial when employers actively support polywork. This enables employees to work in a self-organised and structured way in various fields of activity. This kind of support from the employer reduces individual stress. At the same time, it strengthens confidence in the skills and motivation of employees.
Could polywork also work as a concept within a company?
Britta Redmann: By all means! In times of diverse challenges and the need to adapt quickly to change, polywork can help to optimise the use of internal talent. It enables organisations to react flexibly to business needs and at the same time promote the individual skills and talents of their employees. A real win-win situation.
[1] Britta Redmann: Lebensphasenorientiertes Leadership. Wie Fuehrungskraefte eigene Auszeiten vorbereiten und umsetzen koennen.
Further information on actively shaping the world of work can be found on Britta Redmann’s German website.
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Britta Redmann has published more articles in the t2informatik Blog, inlcuding
Parental leave – laws, feelings, chances of winning
Leadership and agility in voluntary work
Water lilies in change processes
Britta Redmann
Britta Redmann is an independent lawyer, mediator and coach and is responsible for HR & Corporate Development at a software manufacturer. She is the author of various specialist books. As a human resources manager, she has accompanied, managed and implemented organisational developments in various industries. Her special expertise lies in the development of organizations up to agile and networked forms of cooperation. She transforms and implements modern concepts such as agility, work 4.0 and digitalisation in terms of labour law.