Flexibility 2: Job sharing serves as simple tool to retain top talent

Work organisations are a result of the division of labour. Nevertheless, many stakeholders have difficulties getting the heads around part-time work, especially in management. Job sharing might therefore be a smooth inroad to introduce effective work models for the future workforce, the future economy and the future as a whole.
The feasibility of job sharing is underlined by the current research findings of a study conducted by the organisation ‘Working Families’ and ‘Capability Jane’. The study was originally prompted by the increasing demand of women in senior roles to be able to combine their career development with reduced working hours. One key figure of the survey, however, may still come as a surprise: nearly two thirds (61%) of senior women surveyed responded that they would like the opportunity to job share. Furthermore, nine out of ten respondents said that having the opportunity to job share could make the difference in their decision to stay with a company or leave.
Beyond such compelling reasons from the talent market, job sharing is also beneficial for companies themselves. Whilst costs may be slightly higher than employing a single individual, the return on investment including retention of key personnel, absence cover and a focused and energetic team will easily outweigh these. Job sharing is already happening effectively at senior levels in large global organisations – but has not been aggressively showcased. Benefits cited by jobs sharers include: the ability to work in a big role on a reduced hours basis; career progression; the ability to switch off and hand over accountability; greater flexibility and work life balance and having two heads focused on managerial tasks. Job sharing, however, was found to be no panacea. Key characteristics of successful job shares include hard work and commitment, such as out-of-hours communication with job share partners and the need to go the extra mile in order to prove themselves.