Gemini3 follows the journey of new Unilever job share partners Caroline & Tammy

Gemini3 follows the journey of new Unilever job share partners Caroline & Tammy
Gemini3 offers coaching to job share partners and can see the importance of early planning and regular reviews of the partnership. In this three part article, Gemini3 will be following new partners Caroline Jackson and Tammy Grillo from Unilever on their job share journey. The new job share team started working together one month ago sharing a strategic category sales manager role. We asked them how they are doing in this first stage of the journey. We will then catch-up again at 3 months and 9 months to see the evolution and any learnings they would like to share. When did you start job sharing and why? We both have young children (6 children between us 19, 5, 3, 2, 1 year old & 8 months!), so we wanted to work part time. This would allow us to balance our needs. Or try to! We could have time with our kids while getting back in to the workforce to progress our careers and challenge ourselves. We wanted to ensure we were coming back into a role that enabled us to continue to focus on our career progression journey and job sharing enabled that. We have tried Part Time working previously with the same company and found that we often did a full time job in 3 days. A job share seemed like the perfect balance so we could perform our roles and also have family time. Was it difficult to get approval for job share? Did you have to put together a business case and if so what were the things you covered? The business was extremely supportive of...

In partnership with Gemini3, the NSW Government has launched a job share platform pilot to enable more employees to work flexibly

In partnership with Gemini3, the NSW Government has launched a job share platform pilot to enable more employees to work flexibly
On 13 March 2019, the NSW Public Service Commission, in partnership with Gemini3, formally launched its new job share matching platform for current employees with seven pilot agencies: Better Regulation Division (BRD) of Finance Department of Industry Department of Premier and Cabinet (DPC) Family & Community Services (FACS) Public Service Commission (PSC) Roads and Maritime Services (RMS) Service NSW (SNSW). The platform will enhance job sharing awareness and opportunities by making it easier for people to find potential job share partners, as well as exploring job share and whether it might be right for them. The platform will also host a range of toolkits, case studies and videos for employees, HR staff, managers and agency leaders. “The new job share platform unlocks access to quality part-time work, and when designed properly, almost any full-time role can be shared. Better still, your days off become real days off because you can relax knowing someone else has it under control” Emma Hogan, NSW Public Service Commissioner. Research shows that flexible working has a positive impact on employee health, productivity and retention. Job sharing is an equitable and smart solution for both employees and employers. It creates a larger talent pool, maintains skills and knowledge, and creates career opportunities. Job sharing can be undertaken in different ways, so it can be tailored to suit both organisational and employee needs. Gemini3 is proud to work with the NSW Public Service Commission to pursue the NSW Government’s goal of leading the flexible workplaces of the future. Contact us at match@gemini3.com.au if you would like more information about our platform technology or job share...

Hacking job share: how to get the right job share partners?

Hacking job share: how to get the right job share partners?
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 fifth article sharing the learning on how to find the best job share partners.   Click on this link to download the full version of the <Hacking jobshare playbook> How to get the right job share partners? This is probably the most critical part of making job share a success.  So here are some of the recommendations from our guest speakers Job share CEOs Lucy Foster and Catherine Van der Veen of Gen Life and other successful examples in other organisations: Before pairing with anyone each candidate has to make sure they are actually the right person to job share with anyone.  As Catherine says “ you have you park your ego in service of the partnership” and not everyone can do that.  If you are a perfectionist who likes to control things you may need to reconsider job sharing.  Gemini3 have a job share readiness test people can take to see if they truly are ready. Once two people decide they individually are ready evaluate the values and needs of each.  The two people have to make sure they are on the same page, and one of the most critical ones is their level of ambition...

Hacking job share: showcasing job share at senior level

Hacking job share: showcasing job share at senior level
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 fourth article showcase job share can be the perfect flexible working solution at senior level especially when roles can’t be made part-time.   Click on this link to download the full version of the <Hacking jobshare playbook> Proving job share can be made at senior level Guest speakers Job share CEOs Lucy Foster and Catherine Van der Veen of Gen Life as many other pairs Gemini3 has been coaching have proven otherwise. The reality is job share works better at senior level, as they partners know how to leverage each other’s’ strengths and networks. Louise Roche, Head of HR at LL also mentions that “Businesses are built on a single point of contact and failure, and job share provides benefits from a business continuity perspective”.  Having two people be in a client facing role means should one leave or be off ill, the client is still looked after. The overcome this challenges in organisations, we suggest: Challenge your biases – doctors in hospitals can handover critical information on patients between shifts and keep patient care at a high level, do we really think that client issues can not be handed over. Talk to your clients first –...

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,...