Hacking job share: how to overcome the 1 day additional cost barrier of job share

Hacking job share: how to overcome the 1 day additional cost barrier of job share
Gemini3 and Jungle Strategies co-hosted a thought provoking hacking job share roundtable with leading organisations Origin, Optus, Microsoft, GHD, Boeing, JLL and Wellbeing Australia. The purpose of this roundtable was to discuss the reality of job share and why accelerating the adoption of this arrangement will be the key to solving flexibility. Over the next few weeks, we will post short articles sharing key learning and insights discovered during this roundtable. This third article addresses one of the most important barriers of job share which is the additional cost of 0.2 full employee most arrangements provide (most job share arrangements cost organisations 1.2 full time employee) . Click on this link to download the full version of the <Hacking jobshare playbook> Addressing the additional cost of job share Guest speakers Job share CEOs Lucy Foster and Catherine Van der Veen of GenLife were clear in their negotiation, the 0.2 additional cost cannot compare to not just the productivity but even more importantly the quality of outcomes companies get. A lot of that has to do with the pace that they can keep.  As Catherine said: “You are only going 3 days a week but it’s at a high pace.  Lucy is like my training partner. I go hard my two days on my own as on the third day she will take over the pace.  I have never run and worked harder as I am handing over to my partner. We are accountable to each other and that makes me work really hard” Simply put 2 people means a 100% increase on the experience and knowledge and double the...

Hacking job share: Is job share too complex to be adopted by line managers?

Hacking job share: Is job share too complex to be adopted by line managers?
Gemini3 and Jungle Strategies co-hosted a thought provoking hacking job share roundtable with leading organisations Origin, Optus, Microsoft, GHD, Boeing, JLL and Wellbeing Australia. The purpose of this roundtable was to discuss the reality of job share and why accelerating the adoption of this arrangement will be the key to solving flexibility. Over the next few weeks, we will post short articles sharing key learning and insights discovered during this roundtable. This second article explains how companies can break the perception job share is too complex for line managers. Click on this link to download the full version of the <Hacking jobshare playbook> There is a perceived “complexity” or as Sarah Liu co-founder of Gemini3 mentioned “an assumed level of duplication” of managing the performance of a job share arrangement as you are managing performance of two people, but it is not always real. The key here is to take a different perspective.  All organisations these days are moving to outcome performance management.  So it should not be a question did two people do their job, but “did the partnership achieve the desired role outcomes”.  If managers go into the performance conversation this way, then it is one conversation with two people who did or did not achieve the jobs KPIs. As Rowan Arndt Head of Culture at Boeing shared there is sometimes the assumption that managers have to have the answer – they are responsible to make sure their pair works well.  But reality of what he found on the factory floors at Boeing is that people already have the answers, they know how to deal with issues,...

Hacking job share: The story of job share CEOs Lucy Foster and Catherine Van der Veen

Hacking job share: The story of job share CEOs Lucy Foster and Catherine Van der Veen
Gemini3 and Juggle Strategies co-hosted a thought provoking hacking job share roundtable with leading organisations Origin, Optus, Microsoft, GHD, Boeing, JLL and Wellbeing Australia. The purpose of this roundtable was to discuss the reality of job share and why accelerating the adoption of this arrangement will be the key to solving flexibility. Over the next few weeks, we will post short articles sharing key learning and insights discovered during this roundtable. This first article details the story of our guest speakers Job share CEOs Lucy Foster and Catherine Van der Veen. Click on this link to download the full version of the Hacking jobshare playbook Job share CEOs Lucy Foster and Catherine Van der Veen of Gen Life   Lucy Foster and Catherine van der Veen had been job sharing a General Manager role at CBA for 2 years when the opportunity to become the first women job share CEOs of an ASX 200 business came along. Together, they already had a track record of success and when Rob Coombe, the Executive Chairman of parent company, Generation Development Group, approached Catherine wondering “when the kids will be going to school”, or really when she will go full time, so she can be considered for a senior leadership role, Catherine introduced him to Lucy. After putting both their CVs side by side, he realised the potential in experience he could get by taking both of them on board, and they were put forward to the board as candidates for the CEO role. Lucy tells the story of a long track record of job share successes she has behind her. Most...