Myths About Job Sharing

Training & Development, Jul 2007

Kelly Watson, founder of Career Partners, a talent management and human capital services company, says that job sharing is the most effective and underused flexibility option to retain workers, particularly women who are opting out of the workforce to raise families.

To get more employers on the jobsharing bandwagon, she identifies and dispels these five myths:

Myth #1-It's too expensive.

Some employers fear that job sharing will force them to pay benefits twice. However, few executive moms need them. For the ones who do, the added cost does not compare to the expense of turnover and retraining, which some experts estimate to be 1.5 times an individual's salary. It is true some insurance premiums may increase by adding headcount, but those premiums are a tiny portion of most exempt employee pay packages.

Vacation time, sick days, and 401(k) matching are all programs in which benefits are accrued based on the number of hours worked. In a job-sharing situation, these are cut in half for each individual, so the total cost is the same. Further, many employers have found that job-sharing employees have fewer absences and work more productively when they are in the office.

Career Partners suggests splitting the total compensation package for a shared role proportionately, appropriate to each candidate's experience and contribution to the role. Individuals who require medical benefits can cede salary or other elements in exchange. With this kind of flexibility, employers can get the benefits of two collaborative brains for little more than the cost of one.

Myth #2-It's more difficult to manage two workers.

By seeking candidates who are closely matched-pairing their shared values, complementary skills, experience, and personality styles-companies can create powerful work teams that communicate so well they act like a single individual. In fact, most job-sharing partners feel a vested interest in making the team successful.

Myth #3-If we offer it to one person, everyone will want it.

Some companies worry that allowing flexibility will create a workforce of slackers, or accommodating one employee will lead to other requests nd ultimately break down all of the standardized processes and HR procedures they have worked hard to build. However, job sharing is one flexibility program that is easy to implement logistically and provides companies with more than what one single employee can contribute. Companies get built-in backup, more combined hours, refreshed workers, and the collaborative brainpower of two.

Myth #4-Recruiting is more difficult.

Contacting former employees who have retired or opted out for family reasons is a great start for finding ideal candidates. These workers already know the company and may need less training.

Existing employees also may be able to provide excellent referrals. There are many closely-knit alumni associations and networks in which potential candidates connect to each other every day. When companies find such creative avenues to advertise a job-sharing program, they often reach a hidden pool of exceptional talent and build substantial brand equity.

Myth #5-There is no accountability.

Some companies believe that job sharing sets up the ultimate fingerpointing situation. However, offering work flexibility has the powerful effect of motivating individuals to make the situation work. Further, treating the teams as single employees by rating and rewarding their collective effectiveness can ensure individuals hold themselves accountable to their partners.