Jobsharing: Wie geteilte Führung in der Praxis funktioniert

In dieser Folge unseres Arbeitsrechts-Podcasts spricht Ralf Peschek mit den HR-Leiterinnen der Synthesa Gruppe, Eva Panwinkler und Sabine Riedl, die ihre Position im Rahmen eines Shared-Leadership-Modells teilen. Sie erörtern die Grundlagen einer erfolgreichen Jobsharing-Regelung: eine gemeinsame Führungsphilosophie, gegenseitiges Vertrauen, offene Kommunikation und klare organisatorische Strukturen und sprechen über die Vorteile eines solchen Modells für die gesamte Organisation.

Job-sharing: how shared leadership works in practice

In this episode of our Arbeitsrecht podcast, Ralf Peschek speaks with Eva Panwinkler and Sabine Riedl, the HR directors of the Synthesa Group, who jointly lead the HR function under a shared leadership model. They discuss the fundamentals of a successful job-sharing arrangement: a shared leadership philosophy, mutual trust, open communication and clear organisational structures. They also explore the benefits of such a model for the entire organisation.

Both guests are experienced HR professionals and working parents who sought a way to combine demanding leadership responsibilities with family commitments. Rather than returning to a traditional full-time management structure after parental leave, they developed a shared leadership concept and presented it to their employer. The model, which was the first of its kind within their wider group, was ultimately supported by management and has now been successfully in place for several months.

More than role sharing

Successful shared leadership depends on a strong personal and professional fit, a shared understanding of leadership, mutual trust and a willingness to share responsibility for outcomes rather than simply dividing tasks. In addition to a clear division of projects, topics and workload, success depends on maintaining shared accountability for team leadership and overall results.

Clarity and communication are critical

Clear ownership of projects and topics, regular coordination and transparent information sharing result in effective collaboration and consistent leadership decisions. Clear points of contact help employees and stakeholders navigate the structure.

Benefits of job-sharing

Beyond increasing flexibility for employees, the model offers tangible benefits for employers, including greater continuity, enhanced availability, improved knowledge-sharing and stronger support for teams. The principles underpinning the model are not limited to HR functions and may also prove valuable in areas such as succession planning, intergenerational knowledge transfer and leadership transitions. Shared leadership can be applied more widely, including in succession planning and knowledge transfer.

Organisations that are willing to rethink traditional leadership structures and adopt innovative working models may be better positioned to attract, retain and develop talent in a changing labour market.