Job sharing is a work arrangement in which two or more employees share the responsibilities, workload, and salary of a full-time job. This work model has been gaining popularity in recent years due to its numerous benefits for both employees and employers. Shared leadership is another related work model, in which two or more individuals share leadership roles and responsibilities within an organization. In this article, we will explore the opportunities, challenges, and risks of both work models and discuss for whom such an approach is suitable. We will also examine how job sharing can be used to solve the shortage of skilled workers.
Opportunities of Job Sharing and Shared Leadership
One of the most significant opportunities of job sharing is the potential for increased job satisfaction and work-life balance. When two or more employees share a job, they can work fewer hours each week, allowing them to have more time for their personal lives, hobbies, or other interests. This can lead to reduced stress levels, improved mental health, and higher overall job satisfaction. The positive impact on the employee’s work-life balance can ultimately result in lowered absenteeism and turnover rates.
Another advantage of job sharing is the opportunity for increased collaboration and knowledge-sharing. When two employees share a job, they can bring diverse perspectives, skills, and experiences to the role. This can foster creativity and innovation, as well as improve problem-solving skills. Furthermore, job sharing can provide greater flexibility and adaptability, as employees learn to collaborate and adjust their schedules to meet changing demands.
Shared leadership offers similar benefits. When two or more individuals share leadership roles and responsibilities, they can bring different know-how and experiences to the table. This can lead to more diverse and effective decision-making, as well as increased collaboration and communication. Another plus from the employer’s point of view: in the event of a person being dismissed or promoted, there is no loss of knowledge, as there is still a second person who keeps the knowledge within the company.
However, a personal fit is particularly important when it comes to job sharing. In addition to qualifications, the personalities of the “job twins” also play a crucial role, as they act as a mini-team and appear as a unit to the outside world. Even if each person works on different tasks, ultimately, both are responsible for the result. Praise and criticism are therefore always directed at both.
Challenges and Risks of Job Sharing and Shared Leadership
Despite the numerous opportunities offered by these work models, there are also some difficulties and risks to consider. One of the main challenges is the need for effective communication and coordination between job sharers. When two or more employees share a job, they must ensure that tasks are completed on time and to the expected standard. This can be difficult when job sharers have different schedules, work styles, or communication preferences. A related risk of job sharing is the potential for lowered productivity or quality: tasks may be duplicated, overlooked, or completed to a lower standard. This can be mitigated by effective communication and coordination, as well as clear role definitions and expectations.
Who is Suitable for Job Sharing and Shared Leadership Models?
Job sharing and shared leadership models can be suitable for a wide range of employees and organizations. For employees, job sharing can be a viable option for those who want to work fewer hours or have more flexibility in their schedules. Job sharing can also be suitable for employees who have caring responsibilities or health issues that make it difficult to work full-time, or for parents who are specifically looking for a part-time position. Another use case is for employees who want to invest time in their professional development without having to completely give up their current professional position.
For organizations, job sharing can be a viable option for those who want to attract and retain talented employees. By offering job sharing as an option, organizations can appeal to a wider range of employees, including those who value work-life balance and flexibility. According to a study by PwC Austria, the attractiveness of the company as an employer increases by an average of 33% when dual leadership models are offered.
In conclusion, job sharing and shared leadership are models that offer numerous opportunities for employees and organizations. These models can lead to increased job satisfaction, work-life balance, collaboration, and creativity. However, companies considering implementing one of these models should ensure that it is well-explained within the organization. All employees and external stakeholders must know how the sharing model works in order to avoid misunderstandings and conflicts. If certain aspects are taken into account, these models offer many advantages for both sides. For companies, a larger pool of professionals opens up, which can be a decisive advantage, especially in times of a shortage of skilled workers.
