Job sharing conquers Swiss top management (cross-border guide)

Context

Co-leadership is a practice that is gaining ground in Switzerland. On and Vontobel adopted co-leadership in 2024. Co-leadership can offer several advantages, such as complementary skills and different points of view.

Switzerland is a country that values diversity and collaboration. Co-leadership is a practice that fits this context perfectly. In Switzerland, co-leadership is seen as a chance for women to gain access to top management and improve gender representation in companies.

Co-leadership has already been adopted by some Swiss companies. For example, UBS bank introduced co-leadership in 2020, with two executives sharing responsibility for senior management. Julius Baer bank did the same in 2022, with a co-leadership between two senior finance executives.

Co-leadership can offer several advantages. First, it can allow companies to access a greater diversity of skills and points of view. Second, it can help improve gender representation in companies. Third, it can enable companies to reduce work pressure and improve the quality of life of executives.

Co-leadership can be adopted in several ways. First, it can be adopted as a formal co-leadership, with two executives sharing responsibility for top management. Secondly, it can be

Operational details

Experts point out that the reluctance of many organizations is not so much related to costs, but to traditional conceptions of the management of a company. “Traditional leadership management is still very much ingrained in Switzerland,” says a source from a business association. “Many managers are not yet willing to share power and delegate responsibility.”

However, the reality is that job sharing has become a common practice in many industries, including in Switzerland. According to research conducted by the University of Zurich, 60% of Swiss companies with more than 100 employees already adopt forms of job sharing. 📊

In particular, the canton of Geneva is considered an example of how job sharing can be successfully implemented. The city is home to numerous multinational companies, such as Nestlé and Novartis, which have already adopted forms of power-sharing. According to a report by the Geneva Chamber of Commerce, 70% of Geneva companies with more than 500 employees have already implemented forms of job sharing.

Job sharing can have many benefits for businesses. First, it reduces operating costs and improves efficiency. Second, it can help improve employee motivation and satisfaction, which can make them feel more engaged and responsible. Third, it can help improve the quality of leadership and reduce the risks of burnout.

On 29 June

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Key points

Research from the Vocational University of Northwestern Switzerland (FHNW) has highlighted the growing trend of job sharing implementation in Swiss companies. For those interested in following this trend, it is advisable to consult the research to understand the best practices and benefits of this approach.

Job sharing is the sharing of a job between two or more people, who work together to cover the tasks and responsibilities of a single employee. This approach can be particularly useful for companies that need to reduce costs or increase work flexibility.

According to FHNW research, 70% of Swiss companies see job sharing as an option to reduce costs and improve productivity. In addition, 60% of companies have already implemented job sharing in some departments or departments.

A concrete example of the implementation of job sharing can be found in the city of Bern, where a financial services company has shared a job between two people, saving around CHF 15,000 per year. This example shows how job sharing can be an effective solution to reduce costs and improve work flexibility.

However, it is important to note that Swiss legislation may affect the possibility of implementing job sharing. For example, Article 327 of the Social Insurance Code

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Source: laregione.ch