We have yet to identify an industry where job-sharing doesn’t play.
Job-sharing works in otherwise full-time roles at senior levels, including client-facing, as long as the role has been properly designed.
You’ll almost certainly have a significant number of current employees and former talent you’d love to lure back, who would love to job share. And there is a huge pool of external talent you could attract ahead of your competitors, if you offered an attractive working pattern and career prospects.
Job-sharers take a pro-rata share of the full time salary,.
In some cases, where there are differences in organisational grade, there can be commensurate differences. This scenario requires forethought, particularly around pay rises and bonuses. We recommend that there should be proportionate pay rises, and equal bonuses, although there are other options. Transparency is vital.
Job-sharers can either be jointly accountable for their work, or divide accountability for different elements of the job.
Both routes been successful, but we recommend joint responsibility for deliverables (job-sharers use their respective strengths to deliver excellently), and also joint responsibility for the success of the job share partnership (the 'what'), while being measured separately on behaviours and skills (the 'how').
It will not cost more to employ job-sharers. The overlap in time slightly increases the pay bill, but that is more than offset by:
The realisation of earlier investments in staff training and development.
Reduced staff turnover
Reduced management input
We support employers to develop a business plan to set out the cost-benefit analysis and get buy-in across the business. For smaller employers, where increasingly the pay bill simply isn't an option, we have developed a strategy for employing a job share which is equivalent to one full-time member of staff (while realising the benefits of innovation, skills spread, productivity and continuity). Get in touch to find out more.
Job share pairs need less managerial input, as they co-coach one another, resolving challenges together and learning from one another. This is at its best when the pair have complimentary skills, and a common approach to sharing.
Our matching process enables employees to form job share pairs according to their skillsets; and our coaching offer has been designed to establish the job share on an excellent footing, and ensure it fulfils its potential from day one.
Job sharers can decide to be assessed jointly or separately. This is one of the variables agreed in our coaching sessions. We recommend that competence and delivery objectives are decoupled. Competence objectives cannot be shared, but delivery objectives can.
As with any full-time employee, occasionally performance issues happen. Unlike with a full-time employee, if one half of the partnership leaves the role, the remaining sharer is in post, ensuring continuity.
Discussions pertaining to the performance of one of the job share pair should always be held in private. If performance issues cannot be resolved, as the sharers have separate contracts, one of the job–sharers’ employment can be terminated.
Job share pairs can apply for promotion on an individually or as a partnership. There are many examples of job–sharers achieving promotion as a unit. If only one partner is offered the job on promotion, this would lead to the partnership ending.
As with any full-time employee, sometimes staff decide to move on. As each member of the pair is on a separate contract, this does not end the employment of the remaining sharer: instead, the other half of the partnership is replaced.
In contrast to the departure of a full time employee, if one of the job sharers leaves, the role is still covered for half of the time by the remaining jobsharer meaning employers and clients are not left hanging.
If you have unanswered questions, drop us a line.