Testimonials

Testimonials

Discover diverse testimonials from duos in the private and public sectors

This is the era of «collaborative genius»: men and women who are paving the way, providing motivation and innovation through collaboration while sharing their knowledge and power.

Mathilde Chevée, Founder and director of Kairos Association

Communication

Elisabeth Logean and Pierre-Olivier Volet, co-editors-in-Chief of l’Actualité TV RTS

“Co-directing means harnessing the power of the collective to improve management. It has strengthened our team management thanks to our two sensitivities and the dual perspectives we bring to issues, with the advantage that there is less risk of missing important questions and avoiding blind spots. We also found mutual support in the face of common and shared difficulties, with the possibility of taking a breather and delegating to the other when necessary”.

Susanne Blank and Nicole Tesar, former Head Co-Editors, La Vie économique

Head Co-Editors, “La Vie économique”

“From 2015 to 2018, we took over the Head Co-Editors position for ” La Vie économique “. a SECO magazine publication. Job sharing offers a multitude of possibilities to have an exciting position, even if only part time. Yet it still is difficult to find an interesting and challenging positon in job sharing. We both have children and, thanks to job sharing, we found the right balance between our profession, family and our leisure activities. When we were hired, we were keenly aware that we would effectively work more than 50%. Coordination of tasks requires regular meetings. We did this partly during our free time or through a phone call, or a joint lunch. However, this did not pose any problem for us because we were both extremely motivated. Furthermore, we knew that a discussion with two parties, brought more ideas to the table!! The decisions were more effective given that we were deciding as two. “

Magali Lähns and Nicole Drechsler, IWB co- Project Heads Internal Communication

“Since November 2015, we have been sharing the 80% position of Internal Communications Project Manager and working in job sharing. We are each employed 40%.

Together, we were looking for a future-oriented working model that would allow us to balance family and career. We wanted to stay in the workforce and be successful. It was no easy task to find a suitable part-time position. We quickly and independently came to the sobering realization that regional, challenging positions with a low workload in the communications sector were hard to find. We were watching our children playing together at a mommy’s get-together and the idea came to us: job sharing! After sending in our joint application dossier, we had two interviews as a duo. Job sharing was a novelty in the company at the time, and we really appreciate this vote of confidence. A future-oriented working model with many advantages for everyone. Good work organization and a high degree of flexibility are essential in job sharing. Our working methods are almost identical. We complement each other perfectly, each of us can contribute our strengths and we support each other in difficult situations. Sharing responsibility makes many things easier. We know and appreciate each other as people and colleagues – as equals!”.

Susanna Bühler and Valérie Berset, Former Co-Editors for the magazine “Questions familiales” for The Federal Office of Social Insurance

“From 1998 to 2002 we shared responsibility for the magazine “Questions familiales “, which at the time was edited by the Family Affairs Central Office of the Federal Social Insurance Bureau. This review was completely bilingual and thus our complementarity job sharing was based on our command of the language and our different approaches relative to our university studies: history for Susanna and political science for Valérie.”.

We had exactly the same job responsibilities and daily work schedule. This job sharing model allowed the magazine to properly represent interests of two important linguistic regions, which would hardly of have been the case if copywriting was carried out by only one person. The greatest richness of this job sharing was to craft editorial content as two, and then choose accordingly best editorial based on our different and yet complementary approaches and respective networks.”

Susanna Bühler and Valérie Berset, Former Co-Editors for the magazine “Questions familiales” for The Federal Office of Social Insurance

Teaching and Research

Prof. Gudrun Sandra and Dr Ines Hartmann, Co-Directors

Competence Centre for Diversity and Inclusion (CCDI-FIM), UNISG

“We have been working together successfully for more than 10 years. It was therefore a logical step to transform the informal arrangement into a formal job share. This allows us to deputise for each other and take the lead on different projects at the same time. This minimises the decision-making bottlenecks that often occur when a large team is managed individually. The employees also have clear contact persons and we both have enough time for high-quality management work. Our particular advantage is also that we come from two different generations, which means that the succession is largely already organised. For us, job sharing means supporting a wonderful team in realising a shared vision and sharing the joys and sorrows as equals.”


Prof. Claude Hauser and Prof. Alain Clavien, Chair for Contemporary History, University of Fribourg

Chair for Contemporary History

“During 17 years, we shared a position at the University of Fribourg, Faculty of philology University of Fribourg, first as Associate Professors (from 2003-2008), and then as ordinary professors. Our motivations on one hand were to find a balance between both private and professional lives (one of us has 4 children) and on the other hand to have time for research and writing activities. Among the principal advantages of our job-sharing we valued is exchange and intellectual stimulation offered by teamwork, publications with two minds and quality of life in general. However, we were indeed working more than our paid percentage of 50%, but it was also equally challenging for 100% committed colleagues to not exceed paid time. The professional simply required it!! From a student perspective, they seemed to appreciate the diversity and complementarity sides of our two individual personalities”.

Prof. Alke Fink & Prof. Barbara Rothen-Rutishauser, Co-Chairs BioNano Materials, Adolphe Merkle Insitute, University of Fribourg

BioNano Materials Domain

“Together, we share a Faculty position in the BioNano materials domain. This opportunity in job sharing has numerous benefits such as joint responsibility for managing demanding tasks and allowing more time for our family life. Our job sharing lets us combine both of our scientific competencies in Biology and Material Science. Our research team is a well-blended mix of diverse scientific disciplines. This generates an abundance of energy as well as openness and respect for others. Close collaboration and a high level of trust in the other partner are the basis for a successful job sharing. For our employees, it gives them the opportunity to have two Heads of Staff. The reactions and experiences from our job sharing to date, without a doubt have been very positive and reconfirm our working philosophy. Together or, not at all.”

Lucia Malär & Bettina Nyffenegger, Assistant Professors at the Marketing Institute, University of Bern

Job Sharing at the Marketing Institute and winner of the Marie Heim-Vögtlin Laureate Award

“We share an Assistant Professorship for past four years in the marketing field. The idea of sharing a job for two came us spontaneously when a full-time position opened. This work model lets us do our Research and Teaching and gives us more time with our children and to be able to remain active in the private economy. In our opinion, jobs sharing is very well suited at the professorial level as long as the personal relationship functions well. It is more than just two-part-time jobs. We work together as a team towards a common goal!”

Lucia Malär holds a Laureate Award Prix Marie Heim-Vögtlin 2013.

Evelin and Christoph Liechti Co-Heads Swiss Contribution Office Rig

Co-Leading a Swiss Contribution Office in Riga

“We are leading a small team in Riga, Latvia, where the concept of job sharing is quite novel. We have only started our journey. On the path leading to our current position, we have already appreciated to get to know each other from a new, additional side as partners. We have grown during the process and understood that, thanks to the job sharing, our employer and us, we will profit from each other’s different points of view, professional experience and networks. People and our team members are mostly curious about the concept and how it works in practice. However, some people are also concerned about who their main interlocutor will be. Giving them the comfort that we take care of the flow of information and that they will not have to repeat things helps in this regard. In addition, we encourage staff and even stakeholders to give us feedback if they have concerns or also tips for improvement. We are proud to represent the Swiss administration as an innovative employer of choice that fosters alternative ways of working. Our international colleagues opinion that the concept stands for a progressive Switzerland, ready to embrace new opportunities.”

Lisa Lang and Tony Zuber, former Co-Heads Resources Field, Federal Department of Foreign Affairs FDFA, Swiss Agency for Development and Cooperation SDC, Humanitarian Aid and SHA

Leading a team with 21 employees in top sharing

“As it is well known, the perfect match does not exist. But what you can do is divide tasks and responsibilities. If you then mix age and gender in job sharing, not only does the organization benefit from more innovative and sustainable solutions, but the people concerned often experience the mix as an enrichment. “Tony brings in fresh ideas that help us move forward” (Lisa Lang, responsible for personnel recruitment and deployment SHA). “Lisa strengthens my back with her experience” (Tony Zuber, responsible for further training SHA). In a nutshell: Mix gender and age and increase your chances to get more added value for your organization and yourself”.

Michèle Gendotti und Karen Hamann

Top sharing at the Swiss State Secretary for Migration

“We first met in December 2017 at a promoting event for jobsharing by PTO organised at the Swiss State Secretariat for Migration. Soon we realized that we had not only graduated from the same Alma Mater, but also shared many thoughts and feelings. In particular, we both experienced that women between 30 and 40 who care for several small children are commonly confronted with a glass ceiling, independent of their qualification and work experience. Starting from that event, we had many other occasions to talk and discuss our common values, vision, and plans for the future, which fostered mutual trust and lead to the decision of applying together for a leadership position. When we finally started to manage our own team in december 2019, we were already a quite well-rehearsed jobsharing tandem. During the following three years, we led a rather large team with ample responsibilities in swiss asylum and migration law, while the State Secretariat for Migration was navigating through a very challenging global environment, including the Ukraine refugee crisis. Together, we assessed risks, shared our success, coached and encouraged each other. We quickly realised that we had complementary characters and strengths. Together, we were more creative, communicated in a more precise and accurate manner, reached out to a bigger network and felt more resistant to obstacles”.

Barbara Gonzenbach and Nikolas Stürchler Gonzenbach, Deputy Head of Mission at the Embassy of Switzerland in Singapore

An exciting example of top sharing at the Swiss Embassy in Singapore

“We met during our diplomatic training in Switzerland when we were both recruited in the same batch of 25 diplomats in 2007 and have been a couple ever since. We consider ourselves lucky that the FDFA (Swiss Federal Department of Foreign Affairs) pursues a very progressive policy when it comes to couples in the diplomatic service. A first job-sharing by a diplomatic couple at the FDFA took place in Dublin as early as 1998. Our first joint station abroad was the Permanent Mission of Switzerland to the United Nations in New York from 2010 to 2014. In New York we shared the leadership of a diverse team responsible for legal affairs, human rights, budget & management and communications. Currently, we share the position of Deputy Ambassador at the Swiss Embassy in Singapore and lead the political team with a joint employment level of 120%. Our Top-sharing benefits not only us but also the Embassy: Each of us brings different experience and expertise to our work, so we can draw on a wide range of knowledge and skills. If more resources are needed at short notice, we are more flexible than one person and have an enormous surge capacity. At the same time we have more energy and time for our family and to get to know our host country Singapore. We are convinced: A win-win situation for employer and employee!“

Urs Stauffer and Irenka Krone-Germann, co-directors cinfo

Sharing the top management at cinfo

“Since the beginning of 2023 we have started to work as co-directors at cinfo. Our motto for cinfo is ‘global network, local roots’. As specialists in international cooperation, we took into account the ongoing global processes, in particular localisation and its impact on new skills required by professionals in the sector. Localisation aims to give more decision-making power and resources to local actors in the Global South. This leads to new ways of thinking about different ways of working together.

Our complementarity goes far beyond our different professional experiences and skills. We share values that are at the core of our leadership vision. We care deeply about diversity, inclusion, flexible work, accountability and professional ethics. We firmly believe that these values are the foundation of any successful organisation, and we are committed to putting them into practice within our shared leadership at cinfo”.

Irenka Krone-Germann and Urs Stauffer, co-directors cinfo

Nina Prochazka and Irenka Krone-Germann, co-Heads Communication, Networks and Knowledge Management.

An interesting top sharing at cinfo!

“For more than 4 years we have been working in job sharing as co-Heads of Communication, Networks and Knowledge Management. We had complementary profiles, which allowed us to learn something new every day and brought great diversity to our team. Working together with each other and with the team was exciting, and working as a tandem made us even more satisfied. In addition, we are both actively involved in the PTO Association (go-for-jobsharing) and have thus also become slashers.

After all these years of job sharing, we believe even more strongly than before in the effectiveness of this flexible model”.

Anne de Chambrier and Irenka Krone-Germann, Programme Managers at SECO, Co-Founders of the PTO Association

Two parallel Job Sharing/ Slash Careers

“Since 2007 we have worked as Program Managers for the State Secretariat of Economic Affairs (9 years in job sharing). We are active in the field of cooperation and economic development. Systematically, we are on missions abroad and are currently covering several countries, from the African continent to Eastern European countries. Our job sharing arrangement allows us to combine exciting professions all while having time for our respective families (5 children in total). In 2013, we also started the Promotion of Job Sharing activities in Switzerland by co-founding the PTO Association and this is where we discovered our interest in the other facet of job sharing: increased professional diversity which allows us to work in parallel in two completely different activity fields “.

Irenka Krone-Germann & Anne de Chambrier, Programme Managers at SECO, Co-Founders of the PTO Association

Pierre Alexandre Bart Professor, Department of Internal Medicine, Lausanne University Hospital (CHUV) and Director of the Faculty of Medicine at the University of Lausanne Marie Méan Associate Physician, Department of Internal Medicine Lausanne University Hospital (CHUV)

Top sharing at CHUV

“Top Sharing – which refers to job sharing in positions of responsibility including management roles – may be an interesting means to free up one’s time for other missions and tasks. Since February 2017, we have been experimenting with this work model within the Department of Internal Medicine at Lausanne’s University Hospital. In our department, we oversee around ten intern doctors and about forty patients. As part-time work was not the norm, this way of scheduling seemed a little disconcerting at first – as it not only involves sharing time, but also patients and leadership as well as changing habits and attitudes to simply “let go”. Once the system was in place, we gradually began to see other benefits particularly for patients. What we initially considered a risk (less commitment and responsibility towards patients and medical team due to a reduced weekly presence) has actually proved to be an opportunity to be more committed and responsive on working days in the clinic and to take advantage of a second opinion for diverse patients’ cases and therefore improve care through more effective identification of problems. What is even more compelling is job sharing done between men and women – something which is certain to help us overcome gender-related obstacles, a notion which we are gradually discovering and understanding through this system. Consensus and concessions enable us to get results!”

Testimony film: CHUV Jobsharing

Dr Gillian Friedli & Dr. Isabelle Germann-Nicod, Genève

Medical Practice, Job Sharing…. 25 years of experience

“Already having had the opportunity to work together at the hospital during our Paediatrician Internship in 1981 we decided to open a joint practice in 1981, outside of Geneva city. We shared our time in the same office, alternating the 10 half days of the week. On the other hand, we each had our own patients of which the parents had chosen us personally. However, if one Dr was absent, and if necessary, the other would take the patient and had access to their medical records. Apart from the October and February holiday weeks, the office was open during Christmas and summer holidays and the Paediatrician who remained in Geneva worked full time for these periods. This open schedule and flexibility was appreciated by parents. We were also more available for our respective families. This model also had the added benefits of being able to share our concerns for problematic patients, as well as sharing of administrative work and gaining financial overhead. This tandem of course demanded a certain flexibility on our part and our assistants. It lasted 25 years, until the retirement of the oldest partner. The model has been adopted by many colleagues, as well as by men with a professional activity close to their practice”.

Heidi Forster Coudret, Anne Hurni-Schnyder & Katrin Fuchs, Fribourg

Three Logopedists in Job Sharing for 22 years

“For 22 years, we have been sharing a three-person office in Fribourg. Initially, our goal was to offer complementary Speech Therapy services for young children, adolescents and adults with speech impairments. This type of service did not exist at this time in the canton of Fribourg. Each of us have their own space and works autonomously and independently. However, we always treat young children with two Logopedists (first contact, establishment of diagnosis, determination of medical history). This double vision (one person works with the child, the other observes) allows us to effectively identify the subject. It is also the basis for regular professional exchanges (InterVision). This principle of collaboration has proved its value, not only for us, but also for children and their respective families. “

Sandra Kinzer, Rocio Gonzalez, Judith Haldimann – SIIP (Independent Psychiatric Nursing), La Chaux-de-Fonds, Since 2000

Psychiatric Nurses: Job Sharing for 3

“Composed of three independent nurses, 80% and 50% twice, the SIIP is a private Psychiatric Nursing Home service. Each nurse is responsible for taking charge of patient care, managing their diary and monitoring files. Weekly meetings allow us to share experiences and guarantee patients continuity of care in the event of illness or absence by one of us. With the support of a shared secretary committed to the SIIP, we have a shared vision and segment management proportionally, as well as communication and representation responsibilities. This pooling of our respective skills strengthens the trio credibility and improves our efficiency. These synergies allow us to concentrate more on patient care and follow-up, reduce administrative workload and better manage our work and family life “.

Alexander Ott, Co-Director for Police Inspectorate, City of Berne

Top Sharing: Sharing responsibility within Police Inspectorate, City of Bern

An organisation plans, organises and manages; it is a place of collaboration between several individuals. To answer the question, if there is an ideal form of organisation, I would have to answer no! Only forms of organisation approaching the ideal configuration are possible. The way in which an organisation operates should merely allow implementation of an adaptation process and continuous evolution. The objective is not perfection, but a form of organisation that evolves within its own environment. For our service, whose scope of activities is extremely diverse (application of the coercive measures ordered by the police of foreigners, control of taxis, control of the inhabitants, objects found, protection of youth, control of lodging and restoration establishments, naturalisations), Co-Direction is an ideal configuration. There is always someone at the Head of the Ship so to speak, in case of absence. This reinforced presence has a definite impact on work efficiency and motivation of the staff. A strong Co-Direction allows more exchanges and feedback. In other words, it is a more intensive, and therefore more dynamic, management process. In addition, two people know, hear and see more than one. Our Co-Direction system strengthens our forces, because one always learns from the other. Weaknesses cannot be entirely eliminated, but permanent coaching allows them to be mitigated quicker. This broader perspective of the situation, as a general rule, makes it possible to clarify the grey areas and to avoid making choices blindly in all fields of activity. Decisions are made quicker and jointly defended. Everyone benefits from this shared responsibility, dual experiences and synergy created. “

Testimony film – Polizei Bern, Jobsharing

Susanne Broel & Christine Krüger-Freese, Previous Heads of “Immobiliengrosskunden” Division ” at Investment Bank / Investitionsbank, Berlin

Top Sharing: Heads of “Immobiliengrosskunden” Division ” at Investment Bank / Investitionsbank, Berlin

“We took over a division that oversees the management of large credits in an Investment bank in Berlin, working their three days a week, one day of which we were both present. Initially there was some resistance from the superiors and collaborators relative to our duo, mainly in relation to communication and decision-making between us, for example, the question of whether the two members of the binomial should be jointly responsible. Once we explained how we worked, the binomial was well accepted, we could then discuss our ideas and more complex cases, we could also discuss the problems with collaborators. With different perspectives, we were able to analyse differentiated options and innovative ideas. Distributing responsibilities according to our individual preferences and our specific knowledge allowed us to maintain a high-level of job satisfaction. The condition for success in our job sharing was the ability to work in a team and communicate regularly with reciprocal trust. This is how we were always adept to quickly process files to be dealt with and be up to date with the themes. Our exchanges by telephone and Internet have largely facilitated our collaboration. By our team, we also had the possibility of always being present, sharing a common day and ensuring presence during important sessions. This allocation has also been appreciated by our customers.

The flexible attribution of our working days has allowed us to have significant freedom and a balance between our professional and family lives. Following changes in our private lives, we separated after 6 years and each resuming a division of labour. We are convinced of this working model and, if the situation were to arise again, we would take it without hesitation. “

Jacqueline Scheuner and Jana Jutzi Former Co-CEOs, Careerplus Testimonials

Top Sharing in Leadership – We do it!

“We have more than three years of experience in top sharing. We didn’t make the decision to direct the company together overnight. We talked extensively about the challenges we would face and found that this position couldn’t be filled by just one person on a parttime basis. Top sharing was the perfect solution for us. It let us focus on the strengths and weaknesses of two people. We divided our duties in such a way that we had clear-cut responsibility in different management areas: Jana Jutzi was responsible for operational matters, while Jacqueline Scheuner handled strategic questions. As a result, we could work independently and efficiently. We had weekly telephone conversations to address current issues and heard one another’s views. Once a month, we met to discuss things in person and made important decisions. This type of collaboration has strengthened our skills as well as advanced our career development. At the beginning of 2020, Jacqueline Scheuner took over the management of our group of companies, which means that we unfortunately no longer get to work in job sharing together. However, based on our positive experience with this model, we will continue to promote and establish flexible working models and top sharing within the group”.

Sladjana Baumann & Rahel Knecht, co-Directors cedac

Joint management at cedac as a model for success

“At the beginning of 2019, we jointly took over the management of Cedac Assessment & Beratung AG. We see great opportunities in the dual management model for our relatively small consulting company: double energy, double expertise and experience, two perspectives. But we don’t just add up our resources and skills, we combine our strengths and entrepreneurial ideas and create something new together. Our customers benefit in several ways: in twos, we have more know-how, are more innovative and can better align our services to changing customer needs. We expand our experience with new leadership models and can offer credible advice in this area. Last but not least, it is attractive for our clients to have two contact persons at management level at the same time. We are aware that the need for harmonization of ideas and coordination is also a challenging learning process. But we are convinced of our model: the joint management opens more opportunities for us to exemplify entrepreneurial thinking and acting as well as an agile mindset and to successfully implement it in our network of self-reliant employees, freelancers and cooperation partners”.

Sibylle Hess & Danielle Kuhn, Co-Directors Helvetic Tours Subsidiary, Winterthur

Top Sharing with Helvetic Tours, Winterthur

For the last 13 years, we have been managing the Helvetic Tours subsidiary in Winterthur. Our job sharing works well, we are in harmony on both a human and a professional level. We have the advantage of dealing with a large clientele and being replaceable when away for private or professional reasons. Regarding marketing ideas, we notice that two heads are valuable for reflection and decisions and we can also support each other in complex situations. Some of the tasks were split between us, this works smoothly and without much thought. The management of the collaborators is carried out dually and sometimes we feel like a parent couple. We knew each other before working in job sharing and think that mutual empathy, a similar vision in management of work and employees, flexibility and tolerance are the basic conditions for successful job sharing.

Two women, one vocation: successful job sharing in top management at DB Netze Track

Part-time work, sabbaticals and job sharing are already increasingly found at employee level and in middle management at many companies. At top management level, however, creative job-sharing approaches have been rather rare to date.

Carola Garbe (54) and Catherine-Marie Koffnit (43), both from DB Netz AG, have dared to experiment. Since 2018, the two experienced HR managers have been jointly responsible for HR Management in the Eastern Regional Division of DB Netz AG, initially for a limited period of one year. As a duo, they are responsible for almost 5,000 employees, trainees and students, six assigned HR managers and the operational expert topics of HR controlling, management development, employment conditions, health, training and junior staff and change management as well as employee development, professional qualification, time management and fleet coordination, but each only works 60 per cent of the time in their respective jobs.

With the new job-sharing model, both managers find each other perfectly and can combine their love of their job with their private lives. “There are new, creative approaches through two points of view and thus also for solutions to conflicts that arise. We can also pool our skills and expertise in one place and utilise synergy effects,” says Garbe. This creates added value for the employees and the company that should not be underestimated. At the same time, both women find their work significantly less stressful and more productive and are mutual coaches, which in their experience is an incredible enrichment for their work.

The one-year pilot phase ended successfully on 28 February 2019, meaning that both managers will remain in the position indefinitely as a top-sharing pair and continue to work part-time as a tandem.

Winterthur AXA

Job Share, Tested and Practiced (Executive Assistants for the CFO)

Job Sharing not only adds theoretical value, but also in practical terms is illustrated by the following example: for the past five years, two women have been working as Assistants for Fabrizio Petrillo, CFO of AXA Wintherthur. “Thanks to this model, the two collaborators have the opportunity to have a satisfying work and an equally balanced family life.” In addition, the CFO can count on two motivated assistants: “In fact, sometimes I wouldn’t even need to go to into work given the smooth functioning of this sharing”, says Fabrizio Petrillo. Nicole Binder and Prisca Torti-Gsell confirm: “This model is ideal for us. Reciprocal tolerance and a good work organisation and to be always well informed, and of course the benefits take precedence by far. “

Sabine Portenier & Evelyne Roth, Former Co- Directors and Fashion Stylists, PortenierRoth GmbH, High Fashion Studio, Thoune.

Fashion Designers and Creativity in Job Sharing

“Collections are created by dialogue. This principle reflected the philosophy of our company and was the foundation of discussions for development of trade strategies and negotiations. In a duo, subjective or arbitrary decisions are eliminated. Job Sharing is also a means to work effectively in short periods of time. It also makes it possible to compensate for defections. Pressure is reduced, which offers greater freedom to reconcile work and professional life. For a company, innovating goes beyond the “simple” creation of new products. It is also dually important to distinguish themselves in the market; economically, politically and culturally.

In Switzerland our labour policy calls for individual solutions to be offered for working mothers. Our company has essentially always been women, so we need to be creative. Job sharing is one of the solutions we put in to place”.

Nicolas Sorel, Painter and Co-Maintenance Manager at HEP Vaud

Balance between Salaried Activity and Artistic Creation

“With a strong desire to develop more profoundly my artistic creations (such as; painting, graphics, furniture creation), I looked for a 50% job. It was at the Haute Ecole Pédagogique (HEP) in canton of Vaud that I found an attentive ear to my approach. The position of ‘maintenance manager’ was adapted entirely to my request and was shared in two halves over six day periods with a colleague that was hired later and who now performs the same duties as me.

Our worktime is annualized for peaks and lows, allowing the employer to take advantage of more presence at more intense periods. Leave is also easier to manage, since one person is always present. In 2014, following an accident my colleague held our position at 100% for a period of 3 months. This is a real benefit to the employer, no substitute to look for, no training to give … In summary, job sharing has offered me double sided benefits; To have a stable and paid activity, and to benefit from free time which is allocated to my artistic activities. Furthermore, this system has also been positively viewed by my employer, mainly in terms of flexibility and organization of work time”.

Jo Hardimann and Sara Swift, co-Head, Talent Partner Talent mobility Alexander Mann Solutions.

10 years in job sharing !

“We are professionals in the world of Talent Acquisition and our job-share has been going strong for 10 years now. During that time we have successfully moved employer (from public to private sector) and performed 4 different roles, adapting where necessary, whilst still keeping our partnership intact. Our clients and colleagues, old and new, are 100% supportive of our arrangement, and yet we still feel there’s a long way to go to convince some of them to take a leap of faith and consider a job-share when recruiting for their own roles. There are so many advantages: Increased capacity to generate new ideas and solve problems; higher energy, motivation, productivity and morale; and reduced levels of stress, absenteeism and guilt. Our mission is to change perceptions of flexible working, one role at a time. We’re not mathematicians, but two into one really does go!”

Manuela Häfeli and Kathrin Indermaur, co-Heads HR Department at Helvetas

Co-chairing an HR department

“How does it work when two chiefs run an HR department?

Our staff simply think it’s ‘a good thing’ and also a sign that Helvetas is promoting modern forms of work. As an HR department we are naturally proud of this. Of course, it may occur that you need to get two feedbacks for a new project or process that is to be introduced, but this is part of the Helvetas culture in general, because a participative behavior is very important to us.

We have been sharing the position of Head HR for a year at Helvetas, and before that Kathrin had already filled the position as co-lead for 4 years. We have divided up both the subject areas and the direct line management of our employees and can therefore ensure that everyone has a contact person for specific topics or for issues relevant to management.

This form of work enables us to manage the department as well as strategic and content-related HR projects, where we very often have a strong exchange of ideas and thus benefit from the different experiences and competencies of each other. In addition, we can also coach each other in critical and difficult situations, as we feel a high degree of trust between us.

Last but not least, we simply enjoy working together as a team!

Ana Campos and Gerald Klump, CEOs at Trivadis

Top Sharing at Trivadis

“From 2018 to 2022, we have shared the leadership of Trivadis as Co-CEOs. This top sharing enabled us to draw on double knowledge, double experience and a single advantage: double capacity. This not only enabled us to better scrutinise decisions, but also to advance several goals in parallel. With our different backgrounds and competences we complemented each other very well. Last but not least, top sharing made it easier to switch off. We wanted to show our employees that it is possible to create freedom in everyday working life with suitable models. Not just for the CEOs, but for everyone.”

Dr Med. Corinne Besson Simko

Job Sharing as Vice-President in a Membership Service Club

“For several years now my colleague Irenka Krone and I have been active members of Zonta International, a Membership Service Club with NGO status at the UN. We both dually wanted to take on a leadership position as President. Due to our overload and constraints from other activities (professional, family and social) and having in mind that I successfully did a job share during my Medical Specialist Training in 1994-1995, I envisioned that we could also do a job sharing in a Service Club. Ms. Krone and I undertook a two year term as President for Zonta Fribourg Club. This requires good organization and, above all, effective communication.There are many advantages such as better motivation, flexibility if one is absent for work or family reasons, the other can take over and vice versa. Moreover, job sharing allows a mix of ideas and different visions, which is always enriching. Job sharing thus requires specific common values such as the desire to dialogue, trust in others and the sharing of power. “

Roya Milani HR Project Manager, Compensation and Benefits Advisor Médecins Sans Frontières Switzerland

How we pioneered job sharing in our field programmes

“At Médecins Sans Frontières, finding people for our programmes in highly insecure environments is a challenge, and can result in high turnover rates. This has negative impact on team stability and institutional memory. Working such stressful conditions expose our managers to complex situations in terms of networking, security and HR management, in addition to managing day-to-day activities. This was the case for the position of Head of Mission in Iraq. During 2017, the position was, at times, vacant and had an extremely high turnover rate. By introducing the job sharing model in Iraq as a pilot project in 2018, we were able to mitigate the turnover rate to zero for two consecutive years. How was job sharing implemented here? There was an initial period of matching potential candidates. Once the duo was selected, they agreed to work on a 2-month rotation. Both people were employed at 80%, partly at the mission and partly from their home country. The two Heads of Mission complemented each other by working in tandem. They played the role of operator when they were in the mission country and the role of support when they were working from their home country. By taking turns, each of them was able to experience both roles respectively. What made this work? This new working model has enabled greater stability, improved corporate memory and reporting, networking and enhanced management capacity. At the same time, the tandem partners have benefited from greater flexibility in balancing work and private lives, as well as being in a less lonely position in such a challenging context.”

Beat Gerber and Nadia Boehlen, Co-Head Communication, Amnesty International, Swiss Section

Top sharing at Amnesty International, Swiss section

“Co-directing our communication program allows us to reflect the specificities of French and German-speaking Switzerland and to exploit the synergies between these two linguistic regions. Our very different personalities, our experience and our common know-how enrich our work in pairs.

This modern co-leadership is particularly suited to the diverse composition of our team and allows us to better respond to the challenges of (digital) communication at Amnesty Switzerland. We complement each other ideally and quickly find common solutions, especially for important strategic issues.”

Cynthia Labi, HR Director Medair
Triple Lead of a Global Finance Function: Making a virtue out of necessity

“When our previous Global Finance Director (or CFO) resigned, Medair`s Executive Leadership Team and Board had to leverage existing senior management capacity to keep the function running. What first seemed to be a short-term solution proved to be practical and has continuously been commended by the Board. Through a (13-month) transition period – the Finance Team benefited from the internal expertise of the trio – a team of three finance managers. During that period, various tasks and responsibilities were switched from one manager to the other. For instance, one senior manager was responsible for the attendance of the weekly executive leadership team meeting for the first few months, which was then handed over to another senior manager. Other responsibilities of the Finance Director were clearly assigned based on the expertise required and ensuring to apply the four-eye principle. One of the challenges to be mindful of when adding additional tasks to existing tasks – and not reviewing the complete job description – is not to forget the time managers need to dedicate to staff management and team coordination. The most notable benefit was that there was no leadership change for the team. The various department teams continued to operate as usual. Team leaders and coordinators were very instrumental in successfully completing this coverage. This triple leadership approach has significant advantages in a transition period as it provides the trio members with the freedom to exercise and develop their expertise and leadership skills. This helps the organisation manage during the transition period while also providing a more solid leadership base for the finance team once the new Finance Director (CFO) is in place. All in all, due to the close collaboration of the three experienced managers, the finance function did not lack the strategic leadership needed during this transition as well as handling significant projects impacting finance, including system implementation and operational compliance projects.”

Barbara Burri and Felix Gnehm Co-Directors of Solidar Suisse 2017-2020

Co-Leading an entire NGO? Can this work?

After working together as colleagues for some years, we decided to apply as Co-Directors of Solidar Suisse. This implied leading an organization of 150 staff in more than 10 countries with a financial volume of CHF 20 million. For almost four years, the Co-Lead was very successful. The three main success factors were: 1. Mutual appreciation, sympathies and trust: We liked working closely together, sharing power, sharing decision-making and sharing responsibility. 2. Talk, talk, talk: We were in constant touch with each other. We shared a small office, we often connected via whatsapp, e-mail or phone and we held regular bilateral meetings. When trouble arouse we shared it and helped each other to resolve tricky issues. 3. Clear division of duties: Each of us headed different departments, brought different skills and each held different responsibilities. And finally, in between it did a lot of good to just gossip about our dear colleagues. We both assess the four-year period as very educative for us and successful for the organization.


Marion Schröder and Oliver Fakler, Co-chairing the Unit “Acquisition and Compliance” at Caritas Switzerland

Can different profiles ensure unified leadership?

Together, we have been leading the Acquisition and Compliance unit in the International Cooperation section for over a year now and appreciate the open attitude at Caritas Switzerland towards such new forms of management. While Oliver has been working in the unit for 5 years already, Marion joined the team from one of Caritas’ country programmes in the International Cooperation section. As leadership team, our different backgrounds allow for a solid and broad-based management of the staff unit, combining key areas of expertise that are equally relevant for strategic success.

In our work within the unit, we have each set a different focus to ensure clear points of contact for our colleagues within the section. Likewise, a direct line management responsibility for our team members ensures regular exchange and leadership based on mutual trust. A frequent exchange with each other, formally as well as informally, is absolutely necessary for us to assume a shared leadership responsibility. On the one hand, this takes a little extra time, but on the other hand it allows us to take the other’s point of view into consideration and benefit from different approaches towards challenges. For us, shared leadership means doubling the skills and competencies, and simultaneously increases our enjoyment of the work.

Monica Basler and Yves Ruch, co-director Mathastiftung Basel

Topsharing between two strong personalities

Since July 1, 2022, Monica Basler (61 years old) and Yves Ruch (31 years old) have been managing at marthastift, a competence center for dementia and other psychogeriatric diseases with around 107 residents and 130 employees, on a top-sharing basis. Thanks to two strong personalities with different levels of knowledge and experience and a solid foundation of trust, the duo is able to divide up and jointly manage the diverse field of management. Complex issues are perceived from different perspectives and reflected upon together. As a result, opportunities and risks are recognized earlier, better decisions are made and, at the same time, responsibility is assumed in a spirit of solidarity.

Thanks to the latest project and communication tools, the top sharers are always up to date within the framework of their 80% workload. Despite part-time work, one of the two is always available for employees, residents, relatives and customers. With expanded leisure time horizons, both come to work refreshed and cheerful; another advantage of top-sharing.

Robin Pasche and Anna Kopacz

Intergenerational creative duet – Inter-generational Job sharing Managers/ Consultants

“ Our human centered focused duet began during the 2020-21 Pandemic. We connected via our shared community of like minded social innovation professionals in Switzerland. It didn’t take us long to discover the incredible benefits of a job share…. Benefiting from not only our Gen X and Gen Y mindsets but also our similar professional backgrounds in Corporate and Government (World Economic Forum, UNMAS) sectors and experience in Swiss Hotel Schools coupled by our differential elements Anna in cultural anthropology studies, social startup mentorship and organizational system transformation, Robin’s performance improvement, multimedia communication, events – we offer employers / clients a full package.

Most important to us was to find a partner that shared the same purpose and value. We both care about making a difference and how we show up in the world. Also we want to be part of the movement to walk the talk and be a part of transformative change for the big reset.”

Myriam Marano, Coralie Barthlomé, Former Administrative Assistants, Meggitt

Intergenerational Knowledge Sharing at Meggitt Fribourg

“For one year, we shared the R & D Engineering department administrative tasks for Meggitt SA in Villars-sur-Glâne. I had previously worked part-time for just a few months as an Administrative Assistant in the department. As the workload was augmenting my employer proposed to hire Coralie, also at 50% for the same function. In addition to working at Meggitt, Coralie was also a student at the University of Management in Fribourg.

We were present in the office at same time only on Monday afternoons and we shared the rest of the week alternately. Our tasks overlapped, each capable of replacing the other, taking over a current file, preparing documents, etc. Some tasks were delegated to one of the two in particular. This collaboration was very enriching, and our age difference of about 15 years did not hinder anything, on the contrary, it was a driver, a motivation to give the best of oneself. For example, Coralie could bring new ideas or computer skills to improve our daily lives; For my part, I supported her in various activities for which assistance was necessary from my past experience. This duo worked very well thanks to mutual trust, a well thought out organization and above excellence in communication, generally by email. Our manager was indeed very satisfied with this structure as well as the Engineers, who could count on our competences and availability. This one-year period in a job sharing was undoubtedly a positive element in our professional career paths, making our work even more important. We would redo this experience without hesitation! “

Yvan Python & Marie-Françoise Barras, 3e & 4e prim. Teachers/ 5e & 6e Harmos, Villars-sur-Glâne

Teachers from different Generations

“It’s now been 5 years since we have been 3P or 4P (5H and 6H) Teachers in a duo. We chose to work together after Yvan’s appointment as Head of the Institution, for our school, and as he was previously full-time, now his new responsibilities allow him to wear two hats: RE and teacher, so he’s still working 100%.

Marie-Françoise was already working in a part-time role at the school, as she had a family with children. As we were already friends in life, it seemed obvious to try the experience of sharing responsibilities. We are very happy that we were able to “choose” each other. Indeed, by exchanging our points of view, we quickly realized our shared teaching vision.

In our work, our age difference of 18 years is a positive point and a rich message for both our students and their parents. In addition, an opposite sex pair allows students to be confronted with different sensibilities. However, we must be up front and admit that the sharing of responsibilities requires a lot of rigor, exchange and dialogue. But we have no regret on our decision! “

Joana de Weck and Martin Leu. Co-Secretaries General Directorate of Planning, Environment and Construction of the State of Freiburg

General secretaries in top sharing at the Directorate of Planning, Environment and Construction of the State of Fribourg

“Our duo has been in place since January 2019. We have divided up the services, tasks and files so that we can operate as independently as possible without doing double work. This job sharing organisation requires a great deal of trust between us and a great deal of flexibility for all the “grey zone” tasks, because the position of secretary general is made of a lot of unforeseen events on themes that are sometimes foreign to our management. We make sure that we co-ordinate during weekly meetings and replace each other during absences and holidays. As for the rest, we have very different profiles, whether in terms of mother tongue, education, professional experience or gender, and we look for complementarities. For us, the main difficulty of job sharing is not the division of tasks between us, but the fact that we have enough time to work on our additional functions, which we combine with the function of general secretary. The work is so intense that it is often difficult to give priority to the projects and files for which we are responsible. Nevertheless, sharing this job allows us to exchange views on complex issues and to show solidarity in the face of adversity.”

Inês Gardet und Matthieu Lavoyer-Boulianne

Co-Secretaries-General of the Neuchâtel Grand Council

“Job sharing is really more than just the two partners moving in together! Working in collective intelligence is stimulating and enriching. The complementarity between two people who are compatible but bring their own way of working, history, sensibility, etc. enhances the quality and potential of the realisation. It is observed on several levels. Decisions are brought together. Tasks are distributed according to the skills of the individual. Top sharing also makes it possible to break through the loneliness of the manager and to concretely share the mental burden of positions of responsibility. What’s more, it’s easy to rise through the ranks in times of need by working in pairs. In short, as long as the right people are found and the harmony works, this model proves to be very beneficial for both the employee and the employer.”

Adèle Thorens Goumaz and Regula Rytz, former Co-Presidents of the Swiss Green Party

Co-Presidency of the Swiss Green Party

“We were elected to the Co-Presidency of the Swiss Green Party in 2012 and were delighted to share this mandate. The division enabled us to better reconcile political activity and family life. The co-presidency was also an enrichment for the Greens, as the party benefited from both of our careers and our individual areas of expertise. The fact that the presidency consisted of a woman from western Switzerland and a woman from German-speaking Switzerland was a further advantage for contacts with the cantonal parties and members, the media and the various contact partners. The joint mandate provided an opportunity for a lively and rich exchange, which underpinned all decisions and strengthened our commitment. We believe in collective intelligence. It helped us to better justify our attitudes and is conducive to innovation”

Leyla Gül and Flavia Wasserfallen, former Co-Secretaries General, Swiss Social Democratic Party

Co-General Secretariat of the Social Democratic Party of Switzerland

“We applied for the job of SP General Secretariat together in 2012. We were in roughly the same life situation at the time: we were both looking for a new professional challenge that was compatible with having small children. The spontaneous idea of job sharing quickly developed into a concrete project. And the longer we kept at it, the more we realised how well suited the General Secretariat of the SP Switzerland was for job sharing. The position combines two areas of work that can be divided up relatively easily. On the one hand, there was the management of the secretariat, cooperation with the cantonal parties and the sections, i.e. organisation and projects. On the other hand, there was the work of the Federal Parliamentary Group, the Presidium and the Executive Committee, i.e. communication and strategic planning.

What pleased us time and again over the five years was how positively our members responded and that it was important to them that the job sharing worked well. One of the most important things about our model with two relatively independent parts was that we kept each other regularly informed and planned important decisions together.