BriefingBMJ 1998; 317 doi: https://doi.org/10.1136/bmj.317.7157.3 (Published 22 August 1998) Cite this as: BMJ 1998;317:S3-7157
The chief benefits of jobsharing for employers are to enhance the retention of skilled staff who wish to work fewer hours, though the actual numbers involved seem to be very small: fewer than 1% of the workforce. A survey of 48 organisations employing jobsharers (IRS Employment Trends 1998;661:6-16)also contains a comprehensive review of the advantages and pitfalls of this method of flexible working. Employers generally felt that they were getting more than they would from a single full time worker, though opinion is divided on whether training costs are reduced (because of enhanced retention) or increased (because both jobsharers had to be trained). There is consensus on arrangements when a sharer leaves: the other half of the post is advertised or the sharer in post is offered the post full time; if this fails the sharer should be made a reasonable offer of part time work in another post.