Share and share alike: job sharing can boost productivity and help retain vital workers, but it can't work effectively without help from HR

HR Magazine, Sept, 2005 by Carolyn Hirschman

Job sharers may share a phone line, a computer and even a team name to convey their identity as a two-in-one employee. Such close communication often requires extra effort when job sharing starts, but over time it becomes second nature, job-share partners say.

The best method is whatever works best for the team--whether written logs or e-mail or phone calls. Many partners schedule specific periods for in-depth exchanges and agree to quick contacts at other times as needed.

Verizon's Schutzman and Manix talk by phone on Wednesdays and Sundays, discussing their prepared lists of things to be aware of and things to do. They live a mile apart and can drop off materials at each other's homes. During the week, Schutzman says, "if Sue calls me, I'm there."

Job sharer Lawless of Abbott Laboratories says she and Pixler "usually communicate on Monday," Pixler's first day in the office. "We call it our 'download session.' I tell her what happened Thursday and Friday." Then, on Wednesday, when both work all day, it's Pixler's turn to inform Lawless. They also use e-mail and "call each other whenever needed," Pixler says.

Spelling out Details

Specifics such as communication logistics can be made part of a job-share agreement, which some consultants say should be drawn up to help make the arrangement run smoothly. A written agreement, initiated by the partners and negotiated with their manager, should address performance expectations, details such as who's in on what days and other management concerns. (See "Who's on First?" at left.)

Says Pixler: "What really sold management was a job-share proposal we put together. It covered how we were going to make it work. It was new to this area, and there were a lot of questions."

There's no need to reinvent the wheel, consultants say. HR can supply a template that teams then tailor to their situation. In addition, HR can set a broad job-sharing policy to avoid inconsistent practices within an organization. In general, a policy states the reasons for job sharing, which jobs and employees are eligible for the program, how to split pay and benefits, and what to do if a partner leaves.

HR's role is to facilitate the process--to advertise positions, pair partners, help managers and employees negotiate agreements, and monitor job-sharing arrangements to smooth out any rough spots. "We try to make sure we do the work up front so everyone's going into it with their eyes open," Bowman says.

Perhaps most important, HR can "sell" job sharing--ideally with compelling testimonials--to top executives as a way to reduce turnover and raise productivity. HR can guide it from trial and error to a sustainable program that's part of the company's overall employment strategy.

CAROLYN HIRSCHMAN IS A BUSINESS WRITER IN ROCKVILLE, MD., WHO SPECIALIZES IN HR AND BENEFITS ISSUES.

Online Resources

For additional resources on job sharing, including both federal and private-sector perspectives, see the online version of this article at www.shrm.org/hrmagazine/055eptember.>