Job-sharing works in full-time roles at senior levels in all industries (including client-facing) as long as the role has been properly designed.
You’ll have a significant number of current employees, and former talent you’d love to lure back, who would love to job share.
And a huge pool of external talent you could attract ahead of your competitors with 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. Transparency is vital.
Job-sharers are jointly accountable for their deliverables.
We also recommend 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.
Significant savings (reduced staff turnover and reduced management input)
Read more about how job-sharing will save you money on our blog.
We support employers to develop a business plan to set out the cost-benefit analysis and get buy-in across the business.
What about SMEs?
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.
Job sharers should be jointly assess for delivery (the ‘what’) and separately for behaviours (the ‘how’).
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 end of the partnership.
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, ensuring continuity and knowledge retention.