WHAT TO CONSIDER WHEN INTRODUCING JOB SHARING

Inclusive Cultures Don’t Happen by Accident — They’re Built Intentionally

Following International Women's Day, many organisations reflect on progress.But for finance leaders and hiring managers, the more important question is this: What does inclusion mean in practice — and how does it affect performance? Because this isn’t just a culture conversation. It’s a capability conversation. Inclusion Impacts Talent Attraction The best finance professionals — at every level — have options. They are looking for: Transparent progression pathways Visible meritocracy Leadership that values contribution over presence Environments where performance is recognised fairly If an organisation’s culture unintentionally favours “proximity” — those closest to decision-makers — it narrows its own talent pipeline. And in a market where specialist skills are already in short supply, that’s a commercial risk. Meritocracy Must Be Visible Many businesses describe themselves as meritocratic. But candidates assess that through lived signals: Who is in senior leadership? Who is promoted internally? How are flexible working arrangements handled? How openly are development opportunities discussed? In accountancy and finance particularly — where progression paths are structured and performance is measurable — fairness needs to be both real and visible. High performers want clarity, standards and consistency. Leadership Behaviour Shapes Retention Inclusive leadership isn’t about grand gestures. It’s about everyday behaviours: Who is invited into strategic discussions Who is given stretch projects Who is credited publicly Who is sponsored, not just mentored Retention in finance teams is rarely lost because of salary alone. It’s often influenced by visibility, opportunity and recognition. Businesses that understand this tend to build stronger, more stable finance functions. The Commercial Case for Inclusion Diverse and inclusive teams bring broader perspectives to: Risk assessment Strategic planning Commercial analysis Operational improvement For CFOs and Finance Directors, inclusion isn’t a compliance issue. It’s about building balanced teams capable of better decision-making. The organisations that approach inclusion intentionally — rather than reactively — are often the ones that outperform in the long term. Beyond Awareness Days International Women’s Day creates valuable momentum every year:But sustained progress comes from: Clear promotion criteria Transparent hiring processes Conscious leadership development Ongoing cultural accountability In today’s hiring market, an inclusive culture isn’t just about employer branding — it influences who joins, who stays and how teams perform.

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Having two or more employees sharing a full time job role is an increasingly popular way for companies to meet the demands of the business and continue to attract and retain the best talent. If you are considering employing workers on a job share basis, what do you need to take into account to ensure success?

What is job sharing? The responsibility, pay and benefits of a full time role is shared between two (or can be more) employees. The pay and benefits attached to the role are shared in proportion to the hours that each individual works.

How are the working hours shared? This is very flexible and is one of the key advantages to offering job share opportunities as these can be determined to suit the needs of the business and hours the employees wish to work. For example, one person may work Monday, Tuesday Wednesday, whilst the other works Thursday and Friday. In other situations they may each work three days per week with one day being an overlap/handover day.

What are the benefits of job sharing? There are a number of benefits to the employer including retention of valued members of the team who can no longer or no longer wish to work full time, the opportunity to gain new skills and experience, greater continuity during holiday periods or if one job share is absent through illness, increased commitment and loyalty and potential reduction in absenteeism and workplace stress. For the job sharing employees, they will gain a more flexible working arrangement which fits in with other aspects of their life and also the benefit of knowing that tasks are being taken care of by their colleague during on the days that they are not working or are on holiday.

Recruiting the right candidates. It is important to take into consideration how those who will be job sharing will work together, particularly as they may have limited or no time actually being at work at the same time. During the interview process you should think about what complimentary skills and experience each person has as well as looking for opportunities to enhance the expertise of the other.

Managing job sharing arrangements. As a line manager it is imperative that you put clear lines of responsibility, allocation of tasks and channels of communication in from the outset. Work should be divided fairly and the job sharers themselves should ensure there is good communication and an effective handover process between them.

Recruiting a replacement. If a job sharing employee chooses to leave, bear in mind that it may take longer to recruit a replacement as you will be seeking an suitable individual who can work the required hours.

Sharp Consultancy specialises in the recruitment of temporary, interim and permanent finance professionals. With offices in Leeds and Sheffield our highly experienced team of consultants recruit for positions throughout Yorkshire and beyond. CONTACT US today to speak to a member of our team about your next career move.