Job sharing could be the solution to the talent shortage

A recent report from Korn Ferry addresses the major crisis looming across economies and businesses worldwide: that the supply of skilled workers is failing to keep up with demand. And in fact, this is already the case in many states in the United States and in some countries around the world. The report's authors argue that a "global talent crisis could cost nations trillions of dollars in unrealized annual revenue" and that if no action is taken, the global balance of economic forces could shift by 2030.

Although many experts, academics and organizations offer solutions to this talent shortage, many overlook "job sharing." Sharing a full-time position between two part-time employees - with equal pay and benefits for both - could have great significance for companies and communities around the world. In recent years, employers often hired part-time workers to save the company money because they could pay less in hourly wages and benefits. However, there is a significant difference between simply providing employees with part-time work opportunities and true job sharing, especially given the skills shortage In some geographic areas, many companies need to think outside the box when it comes to work arrangements.

The history of job sharing

Job sharing was first developed and discussed in the 1960s to provide skilled workers with more flexible employment opportunities. This also included positions that entailed greater organizational responsibility. In the 1970s and 1980s, the media began reporting on job sharing. At first it was limited to jobs in public administration, but in the 1970s and 1980s job sharing spread to the private sector.

Following the previous definition, job sharing is an employment arrangement whereby two people (sometimes more) are hired to perform part-time or reduced-hours work in a job that would normally be carried out by one person full-time. The two people then share the position as a team to complete the work tasks and are jointly responsible for the workload. Job sharing can be tempting for people who want to pursue a professional career but also have more flexibility in their lives to take on caregiving responsibilities or other responsibilities.

With job sharing, the company takes the salary and benefits it would normally pay a full-time employee and divides everything between the job sharers. This includes working hours, wages, paid vacation, sick time and vacation. Although there may be some restrictions depending on the state or country, the benefits package is also shared (e.g. health insurance, life insurance, dental insurance, retirement accounts, vacation, educational assistance and more). Some employers also offer full benefits for both job sharers. This is a matter of agreement between the employer and the employee.

advantages and disadvantages

There are several advantages for companies that offer job sharing. It can be an attractive way to recruit new employees, retain existing employees, reduce employee stress and absenteeism, and increase morale and productivity. This type of flexibility could help management hire more employees over a longer period of time. This, in turn, can lead to improved business continuity and smoother long-term operations.

For a job sharing arrangement to be successful, both people must be able to perform the position as efficiently as one person, which could be a disadvantage for some employees and organizations. Other disadvantages include: higher administrative burdens, higher costs, additional training, greater communication needs and unequal performance.

Tips for employers

To make job sharing as effective as possible, employers should pay attention to three important elements:

1. Support job sharers in choosing the right job sharing partners.

The relationship between the job sharing partners is crucial to the success of the job. The two individuals must be able to communicate effectively, work together successfully, and have complementary skills, styles, and perspectives. The pairs must also find techniques and procedures for passing the baton when necessary so that their work flows together as one contribution. Managers can help by encouraging open and honest conversations, helping the two people clarify their interests, goals and work styles, and discover how they like to work - and how they hate to work. The reasons for job sharing need to be discussed to ensure that both people understand and respect the policies. In some cases, a probationary period might make sense.

2. Divide the role and work effectively.

It is important to define the role description, tasks and responsibilities of the position to be shared as clearly as possible. The job sharers can then create individual role descriptions based on this shared document if necessary. Of course, there will be overlap in some areas, but clear overall expectations create the foundation for a healthy working relationship.

3. Provide coaching and support to managers.

For success, it's important to train supervisors on the details of job sharing, including research and best practices. Managers must also be involved in discussions and decisions about partner selection and effective division of roles and work. Communication is necessary between partners and managers, especially in the beginning when problems are resolved and partners develop a positive workflow. Communication and transparency are of central importance for everyone involved.

In summary, given the projected talent shortage, companies must prepare by considering strategies that will resonate with employees in new and different ways, particularly those balancing work, family, community engagement, and want to better reconcile other areas of life in order to lead a more fulfilling and goal-oriented life. Job sharing could be one such untapped arrangement that could fulfill the goals of employers and employees alike.