IDS Study 695, August 2000

Job-sharing

• Nearly one per cent of employees now work on a job-sharing basis, a flexible working option which is increasingly being offered by employers as part of a package of family-friendly or work-life balance policies.
• This Study considers the pros and cons of job-sharing and examines the practical implications of this type of working arrangement.
• Six detailed company case studies.

The incidence of job-sharing has almost doubled over the past decade. Nearly one per cent of employees now benefit from this flexible working option, which is increasingly being offered by employers as part of a package of family-friendly or work-life balance policies. While there are a growing number of examples of job-shares at professional and managerial levels, more typically they involve clerical and administrative roles. Over 90 per cent of job-sharers are women, the majority of whom have dependant children.

This Study considers the pros and cons of job-sharing and examines the practical implications of this type of working arrangement. Job-sharing has been described as a ‘win-win’ situation for employers and their staff. Employees gain the flexibility to balance their work and personal commitments, while the employer benefits from lower staff turnover, more motivated employees and the pooling of the skills and experience of the job-sharing partners. But there are also difficulties to face. Line managers may need reassurance and finding suitably qualified partners able to work complementary hours is not always easy. Doubling up on training, administration and on the supply of equipment may increase costs. However, the six organisations featured as case studies in this publication clearly believe that the benefits outweigh the disadvantages and that any initial doubts can be overcome.