INTHEBLACK June 2022 - Magazine - Page 41
Right: Jo Alilovic,
3D HR Legal
those two people,” O’Sullivan says. “They have to then
be really clear about what parts they take responsibility
for individually and what parts overlap.”
PERFECTING THE DYNAMIC
Alilovic agrees that communication between jobsharers is essential, and argues that a clear agreement
should be in place between both parties as to how the
role will be split and organised.
This includes canvassing whether each person is
contactable on days off, what happens when someone
goes on leave and when the arrangement should be
reviewed.
“In all flexibility arrangements, I normally
recommend at least a three-month trial to give it a
really good go, and then have some kind of formal
review process,” Alilovic says.
“It is equally important to outline what should
happen if the arrangement does not work out. Do
you each go back to your previous roles or not?
What happens if someone resigns?”
These questions are much easier to answer if the
job-sharing relationship is harmonious to begin with.
“There has to be a good relationship between the
two individuals to begin with, or it’s not going to
work,” she says. “It’s important to have your person in
mind from the beginning, so you know their level of
competence and can trust that person has your back
“IF YOU’RE AN EMPLOYER, IT MEANS THAT YOU’VE GOT
LESS-STRESSED INDIVIDUALS AND, IN SOME WAYS,
THEY ARE ACCOUNTABLE NOW TO EACH OTHER, SO YOUR
MANAGEMENT SHOULD IN SOME WAYS DECREASE WITH
REGARDS TO THOSE PEOPLE.”
JO ALILOVIC, 3D HR LEGAL
and is not going to throw you under the bus when
you’re not there.”
This trust must also be ensconced within a broader
work culture, which should be open and receptive to
job flexibility.
“There needs to be a supportive culture in the
workplace without a doubt,” Alilovic says. “If you are
not in an organisation that accepts flexibility generally,
you are always going to be that ‘job-share person’ in the
company, and you will have to cope with the negative
beliefs about your ability to do the job properly.”
MYTHS AND BARRIERS
Unfortunately, negative perceptions about the
ambition or competence levels of job sharers persist.
When O’Sullivan worked as a recruiter in the
healthcare sector, he would often nominate two
experienced female candidates for the one job,
but some employers were hesitant.
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