The U.S. government had been promoting various flexible work opportunities for years. The U.S. Office of Personnel Management (OPM) provides the following advice for employees that want to job-share:

Although job sharing is a form of part-time employment, it presents participants with unique considerations not encountered by the part-time permanent employee. Job sharers, their managers, agencies, and anyone interested in participating in a job sharing arrangement may find the following information useful.

Characteristics of Successful Job Sharers

The experience reported by employers of job sharing teams suggests that job sharers must be good communicators, be willing to consult and cooperate as members of a team rather than as competitors, be flexible, and have a strong commitment to the job and to making the job sharing arrangement work. They must have complementary skills, knowledge, and abilities and compatible work styles.

Dividing and Sharing Responsibilities

The decision on whether job sharers should be jointly responsible for the entire position or only for separate functions depends on the job and the abilities of the job sharing team. To determine the arrangement for a particular job, the supervisor (with assistance from the personnel office, if needed) should examine the position description and decide which tasks will be shared. In other words, some tasks may be handled by the team member on duty while other tasks may be handled by a specific individual based on his or her skills and experience. In some cases, tasks will be divided between the sharers, but overall responsibility for the position may be shared. At one end of the spectrum is a clean division of duties between two people who have little or no interaction with each other. At the other end, two people are jointly responsible for each and every responsibility and function. Most job sharing arrangements will probably fall somewhere in between with the job sharers individually responsible for certain aspects of the job and jointly responsible for others. A good management practice is to have the supervisor and the job sharers sign a job sharing agreement.

Scheduling Work Hours

Specific work schedules depend on the nature of the job and the needs of the office and the job sharing team. Almost any reasonable arrangement is possible if it meets the needs of the supervisor and the job sharers. Scheduling should take advantage of the fact that two or more people rather than one are filling the job; these possibilities include overlapping time, split shifts, or working in different locations at the same time. Work schedules for job sharers can be from 16 to 32 hours per week and can be varied in the same way as other part-time employees. Additionally, part-time employees are eligible to participate in flexible and compressed work schedules if the agency permits it. The number of scheduled hours each employee works as well as the amount of scheduled overlap time depends on the needs of the particular position and the resources available as determined by the agency.

Performance Evaluations

Each member of a job sharing team must have his or her own performance standards. These will be identical if the job sharers are jointly responsible for the entire position. Each job sharer must be evaluated separately although the evaluation will often be based on work to which both have contributed. To make the supervisor's job easier, it would be wise to build in a mechanism for determining the relative contributions of each job sharer.

Communicating

For job sharing to be truly successful, everyone with whom the job sharers have contact must be able to assume that any information given to one team member will reach the other. In other words, supervisors, co-workers, and clients expect to communicate with both job sharers via the person on duty at the time. The job sharers must have a workable communication system which serves the purpose without detracting from their ability to get the work done.

Ending or Changing a Job Sharing Arrangement

The decision to approve or to terminate an arrangement is at management's discretion. To avoid misunderstandings, this point should be made clear before the job sharers begin work. In addition, it should be decided in advance what will be done if one partner is unable to maintain the agreed-upon schedule, goes on extended leave, resigns or takes another job. It is wise to clearly state at the beginning whether the remaining partner will be expected to work full-time until another job sharer is found. If it is necessary to end a particular job sharing arrangement, the agency may reassign one or both of the job sharers to other part-time positions or to other full-time positions.