Job sharing also works in management positions - as is the case with Manuel Chrobok and Silke Pelzmeier.
Management duo: Silke Pelzmeier and Manuel Chrobok lead the HR management team. Copyright: Karin Kaiser/MHH
Dual leadership, shared leadership, top sharing: there are many terms for two people sharing responsibility and managing a department or division on an equal footing as superiors. This modern management model is also set to develop at MHH. It is already being practised in some places. For example, Silke Pelzmeier (46) and Manuel Chrobok (43) share responsibility for personnel management. And it works well.
Information and trust
"We have both worked very well together before as team leaders and could also imagine managing a department together," says Silke Pelzmeier. Since March of this year, the duo has officially been the provisional heads of HR Management with around 60 employees. Both work full-time, but share the tasks and responsibilities. Manuel Chrobok is primarily responsible for payroll accounting, process management and digital development; Silke Pelzmeier is mainly responsible for overload procedures and liaising with HR Development, as well as travelling externally on behalf of MHH. "We do all the other tasks together," says Manuel Chrobok. "If you always keep each other well informed and trust each other, it works."
In addition to human resources management, the nursing management and the Research Promotion, Knowledge and Technology Transfer staff unit at MHH are also managed by two people. These examples could set a precedent. In the current MHH audit target agreement "family-friendly university/work and family", organisational structures that enable management in tandem are mentioned as an important measure to promote the compatibility of career and family. "Job sharing can contribute to greater gender equality and a better distribution of gainful employment and family work at all hierarchical levels and in all areas," explains Kerstin Bugow, audit coordinator at the MHH Equal Opportunities Office.
There are still no fixed rules for the relatively new model at MHH. "Shared leadership is always very individual," explains Tanja Hartmann, Head of the Human Resources Development team. In principle, many forms of sharing and the scope of tasks, responsibilities and working hours are conceivable. If two employees are interested in a shared management position, they should first discuss this with their colleagues and the next most senior manager. "If the green light is given after careful consideration, we will be very happy to support the duo in implementing the idea," emphasises Tanja Hartmann.
Shared responsibility
Shared work also means a shared burden. The responsibility rests on four shoulders and decisions don't have to be made alone. "I think it's good to be able to discuss important issues and have a corrective," says Silke Pelzmeier. She is usually in the office by 7 a.m. and takes the "early shift", while Manuel Chrobok prefers to come in a little later and stay longer. This means that there is always someone available for employees to talk to if they have any questions. The same applies to bridging days or holiday periods. The head of department and the head of department cover for each other. "This means I don't have to feel guilty after a holiday because important things may have been left undone," says Manuel Chrobok. This reduces stress and has a positive effect on family life. Tina Götting
Further information on the topic of "Managing in tandem" is available from Kerstin Bugow, Equal Opportunities Office, bugow.kerstin@mh-hannover.de and Tanja Hartmann, Human Resources Management, hartmann.tanja@mh-hannover.de
Text: Tina Götting