In our interview with Co-Managing Directors Karin Ricklin-Etter and Stephanie Briner from WEshare1, we asked a range of questions about models such as jobsharing and topsharing. Why should companies consider implementing topsharing? What challenges might they face? All that and more is explored in the following article.
Topsharing – where there’s a will, there’s a way
Interview with Karin Ricklin-Etter and Stephanie Briner, Co-Managing Directors of WEshare1, the go-to platform for jobsharing and topsharing
Why would you advise a company to adopt the topsharing model?
Stephanie: There are many reasons why companies show interest in topsharing. Take part-time work, for example: Switzerland is something of a world champion when it comes to part-time employment – currently, 6 out of 10 women work part-time. The rate for men is also steadily rising. The topsharing model gives companies the opportunity to offer qualified leadership roles on a part-time basis. In return, this allows companies to tap into the potential of qualified professionals and leaders – an important factor in times of skilled labour shortages.
Secondly, it represents the essence of modern leadership and culture to practise flat hierarchies and to avoid placing all the responsibility on one single leader. Making decisions as a tandem increases the quality of decision-making. Topsharing also makes it possible to combine operational tasks with leadership duties.
Karin: In addition to the important argument that companies can address a larger pool of potential talent, the sustainability aspect is particularly relevant. Topsharing improves work-life balance and contributes to a shift in values, which in turn strengthens the employer’s attractiveness. This has a positive impact on recruitment and retention, fostering long-term talent loyalty within the company. The sustainability argument also applies to occupational health management: when not all decisions and burdens have to be carried alone, it can be a relief.
Topsharing also positively influences diversity, as the talent pool becomes broader and more diverse through flexible work arrangements. Many talents who cannot or do not want to work full-time are now taken into consideration. Lastly, topsharing allows knowledge to remain within the company over the long term. When a key position is vacated, valuable know-how and networks are often lost. In a topsharing setting, much of that is retained. Topsharing can also be used strategically in HR, for instance as an intergenerational jobsharing model in succession planning. Overall, it is safe to say that topsharing is a highly sustainable model.
What challenges should a company expect?
Stephanie: We often observe that corporate structures are not set up for a dual leadership model – in other words, it’s not even possible to register two people in one role. This starts during the recruitment process, where the document upload feature doesn't support tandem applications. Often there is hesitation to try new ways of working, which brings uncertainty. That's why strong commitment from the executive board and/or supervisory board is crucial. The team must also be involved. Implementing a new work model requires thorough explanation so that everyone knows what to expect.
Karin: When it comes to managing a topsharing duo, many prejudices still exist. For example: leading a tandem is far too complicated. But in reality, we hear the opposite. If the tandem is well-coordinated, leadership often requires less effort than with a single person. Supervisors of job tandems repeatedly tell us that from a leadership perspective, it does not increase the workload. Of course, there is initially more effort required for alignment, coordination, and communication. But in the long run, it pays off – as long as the duo shares core values and a common vision.
Stephanie: There’s also often the fear that conflicts could arise within a duo. But this can happen in any team setup. The duo must be compatible, share values, and have a similar working style. Equally important is a constructive approach to conflict – and discussing in advance how to resolve disagreements.
What is often overlooked is that topsharing duos tend to be further ahead in terms of self-reflection and mutual reflection – compared to individual applicants. As a tandem, you are required to thoroughly examine your own values, principles, and leadership approach. That includes questioning decisions – which ultimately benefits the company.
Isn’t topsharing just diversity-washing?
Karin: (laughs) No. In that case, it wouldn’t work. A clear commitment is essential. Ideally, this is accompanied by coaching. There’s a lot of coordination needed in the beginning, the duo has to find its rhythm, and there are a number of interfaces. It takes time and patience at the start.
Is the topsharing model suitable for SMEs or only for large companies?
Stephanie: Depending on the company size, the approach to topsharing will differ. In large companies, it’s mainly about systemically anchoring the model in the organisation – for example, building a talent pool so that it works independently of individuals. In SMEs, the introduction of topsharing is often more person-driven. Structure and formalities play a secondary role. Smaller companies may even be more implementation-oriented and willing to simply try something new. Interestingly, family-run businesses often already practise the topsharing model quite naturally – they just don’t label it as such.
So ultimately, it’s not a question of company size. If the commitment is there, the model is feasible.
What approach would you recommend to companies interested in topsharing?
Karin: First of all, gain a solid understanding of what topsharing actually means. On our website WEshare1.com, we offer a wealth of information that is freely accessible to interested companies. We support organisations in this process, offer keynotes, and promote experience sharing. If additional support is needed, we connect them with suitable offerings from our partner network. HR can use topsharing as a strategic instrument – for example in succession planning or knowledge transfer. It can also help break down internal silos.
Stephanie: It’s important to raise awareness at the key positions. Many tandems form internally. It’s also a good idea to state explicitly in job postings that applications from duos are welcome. Why not consider topsharing and be open to it?
Anything else you’d like to add?
Stephanie: I’m delighted when more people let themselves be inspired by the success stories in our #seeingisbelieving blog series – and have the courage to let go of familiar patterns and give topsharing a try.
Karin: Exactly. Be bold and go for it! If you’re unsure, there’s plenty of information and support out there. Where there’s a will, there’s a way.
Thank you very much for the insightful interview!
About the experts
Karin Ricklin-Etter and Stephanie Briner speak from personal experience. Together, they manage WEshare1as a tandem – the platform for jobsharing and topsharing. As sidepreneurs, both pursue a second professional path in parallel. Thanks to topsharing, the two mothers are able not only to combine two jobs but also to balance career and family.