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Job sharing atMotorola The way
forward!
Group No.Aditi Haldar
Basil ThankliceKashish Lahori
Mahima Sharma
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History and Relevance
Advantaes and!isadvantaes
"mplementation in "ndianconte#t
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History
The concept o$ %o& sharin came across in late'(th century.
Althouh the concept didn)t proli$erate in the'(*+s, it did &ecome more prevalent in -+++s. "tas a idely used solution tailored $or orkinmothers.
!ue to the mani$old advantaes it has to o/er,the practice instantly cauht up ith the di/erent0rms and &ecame a sleeper hit.
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Motorola needs to full both its operational andemployee related vision
To maintain competitive ede over peers andcompetitors
-1#* operations Top class 2uality o$ the handsets and other e2uipments
produced
To increase productivity per employee
To promote ork3li$e &alance4 an interal part o$ their
vision and philosophy "nnovation and 5ioneerin
Retain hihly 2uali0ed and ell3trained talent
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6o& sharin helps serve these
purposes $or Motorola
OPET"O#$
3Gives competitiveadvantae
37acilitates -1#*
operations3Talent retention
3Avoidance o$e#ternal recruitment
EMP$O%EE&T"&'(T"O#
3Gives 8e#i&ility toemployees
39reates a 9o3
operative culture3"ncreasesproductivity
"# $"#E )"TH(OMP#%*&PH"$O&OPH%
3:na&linemployees tomaintain ;ork3Li$e
&alance3"n line ith
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History and Relevance
Advantaes and!isadvantaes
"mplementation in "ndianconte#t
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6o& sharin provides a host o$ advantaes$rom orani>ational perspective
7allin a&senteeism and hiherretention rates
"ncreased productivity
;ider talent pool to recruit $rom
+asil? 5lease addthis to youradvantaes slide$rom orani>ational
perspective
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,but also brings -ertain-hallenges with itself
@rani>ation
7indin people ithriht 0t
:mployee costincreases
@perationaline=ciencies
Trainin challenes
:mployees
9hoosin teammate
!ivision o$ salary
9oordination issues
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History and Relevance
Advantaes and!isadvantaes
"mplementation in "ndianconte#t
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!espite the roth o$ economy, $emalela&our participation rate in "ndia is
continuously declinin
'((+ '(( -+++ -++ -+'++
'+
-+
B+
1+
+
C+
*+
D+
'emale $abour Parti-ipation ate.in per-ent of female population ages /012
:ast Asia E 5acii$c Latin America E 9ari&&ean
Su&3Saharan A$rica "ndia
:urope E 9entral Asia Middle :ast E North A$rica
North America
Source F ;orld Bank, ;orld !evelopment "ndicators, -+' 4Key "ndicators o$ the La&our Market K"LM, "L@.
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Job sharing -an help augment theso-ial and e-onomi- fabri- of "ndia
&o-ial una--eptan-e $or $emales orkin in nihtshi$ts4 %o& sharin can help them &e a part o$ theork$orce hich $unctions -1I*
;ith the reduction in num&er o$ hours o$ ork, theoverall e=ciency ould o up4 leadin to anincrease in produ-tivity
The Jisland model) o$ %o& sharin can help utili>ethe potential o$ uns3illed labour in colla&orationith skilled la&our4 hich $orms only - o$ the"ndian ork$orce.
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)hile there will be -ertain-hallenges to deal with
)agesare the priority $or anaverae "ndian orkers and %o&
sharin does not serve the purpose #on4 organi5ed labour4
implementin such HR policies miht
lead to non3standard practicesleadin to e#ploitation o$ orkers
+iasaainst orkers spendin less
time at orkplace
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6o& sharin is a roin trend
51% of Fortunes 2014 Top 100companies to work for provide job sharingopportunities.6ual-omm, no. - on the -+'1 list p$ '++ Best 9ompanies toork $or, o/ers a verita&le smoras&ord o$ 8e#i&le schedules,includin7ob4sharing, compressed ork eeks, part3timeshi$ts, and telecommutinThis company ives me a lot o$ $reedom
to ork in the ay " see 0t. That lets medevelop on a pro$essional and personal$ront, as " $eel more involved in the
process. 3 A happyualcomm employee