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A demanding management position with reduced working hours? It's possible with job sharing! With top sharing, two managers take on joint responsibility for a position and their team. A great model, for example, for qualified parents who like to take on a lot of responsibility in both areas of life: work and family.

In this tandem, two specialists work together in one position. This model is particularly useful for retaining talent, for key positions that are difficult to fill, and for positions with diverse skill requirements or a high workload.

In the Succession Tandem, senior and junior employees enter into a tandem partnership. The goal: At the end of the partnership, the junior partners take over the position of the senior partners. They then develop into a new target position. Succession planning can hardly be more targeted than with this job sharing model; generational diversity is an added bonus.

The world is colorful and not black and white, cheers to diversity! Employees with different thoughts, skills and backgrounds demonstrably achieve better results and strengthen innovation. In job sharing, young and old, people with and without disabilities, young fathers and experienced colleagues, people with and without refugee or migration backgrounds form intensive professional relationships and thus grow through and with each other.

With the Legacy Tandem, departing employees of the company form a temporary tandem with their successors. For example, combined with a part-time retirement model. The goal: an optimal onboarding process for the successors and securing the core specialist knowledge of the predecessors.

With the Hop on Tandem, company employees and newcomers to the company form a temporary tandem. The goal is to bind talents early on who would not normally be on board (yet), such as students during their thesis. For the senior, it means: first steps towards personnel responsibility or careful (re-)integration of high potentials who want to be flexible in terms of time, such as parents on or after parental leave.

In cross-functional tandems, employees from different functions or departments are specifically matched. This job sharing model is particularly suitable for creating synergies, connecting departments or filling interface functions in a meaningful way.

Is it only a specialist or a management career? For many employees, rigid careers that follow the fireside are a deterrent. And why shouldn't both be possible? In specialist-management tandems, a tandem occupies two positions at management and specialist level, each 80-100% of the time. This is how management works without losing touch with operations!