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,...

Why going part-time is the latest career power move

Why going part-time is the latest career power move
The Executive Style has recently published this article sharing why part-time can be a positive move for your career. This article demonstrates a clear change of mindset towards flexibility in the workplace, something we wouldn’t have seen only two years ago. At Gemini3, we are also noticing the change with more companies wanting to proactively create job share partnerships at senior levels. Read the full...

Setting up job share; what is the best way to split workload?

Setting up job share; what is the best way to split workload?
Are you starting a job share arrangement or are you an HR or Line manager wanting to support a new job share pair? The first 90 days are crucial to the success of a job share pair and planning the workload can often become complex. Through interviewing experienced partners, Gemini3 has developed this simple process you can follow. Understand the difference between job share and job split The definition of job share is when two people are sharing a full time role. This means both employees are sharing all tasks and are accountable for achieving common goals. This also means their performance evaluation will be done together. On the other hand, a job split is when two employees separate the tasks associated with the role and are evaluated separately on those tasks.  These tasks are generally performed independently and the two employees are therefore considered as two part-time employees instead of a job share arrangement. Analyse job functions to plan to job share or job split Deciding on job share or job split is not always black and white but generally the junior roles which are more administrative would be job split and the most senior strategic roles would be shares. Why is that? In a most senior roles, the employees have the maturity to understand their strength and leverage each other’s skills sets. They also gain from two heads solving problems. Senior roles is when job share can increases productivity of roles. The recommendation is to take the time to analyse the job functions and understand the percentage of the role that is strategic vs transactional.  Base on...