As far as years go, 2019 has been a memorable and humbling year for Job Share Connect. The amount of hard work, insight, and achievement is worth sharing and celebrating. Being a co-founder is hard work and introducing a job-sharing solution that expands talent pools and creates a paradigm shift in the way companies recruit and retain talent in the U.S is even more difficult. Please read Jessica Charlsen and Jina Picarella’s most recent growth highlights, lessons learned, and what early 2020 looks like. 


1) What are your most recent wins to highlight?


Jessica and Jina: We’ve hit a point where the momentum that we have worked hard to build is propelling us forward. We recently had outreach from multiple people we’ve met over the past several months, booking speaking engagements into October 2020, and pursuing executive matches for managers and executives that want to scale back. It’s reaffirming for us when the outreach is coming from meetings and speaking engagements we had 4-6 months ago. 


2) Over the last few months, what have you learned and what has growth looked like for JSC?


Jessica and Jina: Over the last year, we’ve met with over 100 companies in Omaha/Lincoln area. These meetings have provided us with more clarity around the four types of companies that find the most immediate benefit of a job share solution as well as the talent most interested in job sharing. The companies that find job sharing most appealing largely fall into the following categories:

  1. Legacy companies for succession planning – with a large Boomer population looking to retire legacy companies run the risk of losing critical amounts of institutional knowledge
  2. Growing companies for recruitment & retention – finding the expertise that has both skill and team fit is extremely difficult at the same time existing talent is constantly being courted
  3. High growth/Scale-up companies for flexibility management – To remain competitive and recruit top talent high levels of flexibility are required: full paternity leave, maternity leave, sabbaticals, unlimited time off, reduced schedules, etc. There is a tension between the amount of flexibility being provided and the amount of work that needs to be done to meet the high-growth demands
  4. Evolving companies for diversity & inclusion – Where D&I efforts are being implemented across our market, there is not enough talent that meets the current pre-requisites to be immediately considered as a full-time hire.

As for our talent pool, it also reflects four main groups:

  1. Pre-retirees – Nearing retirement, but not ready to opt-out. These people have defined themselves by their careers and have a tremendous amount of institutional knowledge to transfer. 
  2. Care-takers – This customer wants to maintain the career they’ve worked tirelessly to achieve but isn’t willing to sacrifice the time needed for their loved ones. 
  3. Re-enterers – Prior to opting out, this group had experienced career success. They are ready to contribute their skills and knowledge but are at a loss for how to get their foot in the door, where they fit in and how they can prove their worth. 
  4. Transitioners – This group is experienced and has transferable skills, but are struggling to find an appropriate entry point down a new career path. 

It’s important to also know a bit about the demographics of our talent pool, which currently: 

  1. Represents over 25 industries 
  2. 90% have a Bachelors or higher 
  3. 50% have 10+ years of experience 
  4. 70% would leave their full-time position for a job share 
  5. 20% would re-enter the workforce for a job share


3) How do you foresee 2020’s runway?


Jessica and Jina: As we continue to gather data from both our talent pool and the companies we’re working for, we look forward to going from no-code to getting the MVP in the market. Scaling is constantly on our brains, so we’re exercising EXTREME patience as we continue to gather data to ensure we’re building a product that meets the needs of both the talent and companies.