“Job share became a solution to de-risk rather than add risk. There were two people covering a role with knowledge share and IP and back up available on days where others were sick, unavailable, in isolation or managing home schedules. There was all of a sudden an appetite for looking more creatively at role options, considering how skillsets were utilised more effectively across roles and challenges,” says Wilson.

The numbers tell just how dramatic the shift has been.

“In 2017, one out of 50 roles were briefed to us with a preference for job share. Now one in two or three roles briefed would consider job share, alongside opening up other part-time, compressed working week or hybrid models. It’s now more part of the flex toolkit and viewed more widely as a good way to retain talent,” says Wilson.

There was all of a sudden an appetite for looking more creatively at role options, considering how skillsets were utilised more effectively.

Head of surgery at Western Health, Meron Pitcher, says the response from other members of the team has been overwhelmingly positive, and that Henegan and Rouse have demonstrated how job share can work effectively.

“I would strongly recommend having those sharing the job to have similar skill levels, and to have confidence in their ability to clearly communicate handover information,” she says.

Wilson agrees handover is important, noting it doesn’t need to be time intensive. She says that like any role, setting up a job shared position for success involves being clear on expectations and outcomes.

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“Many successful job share pairs end up together for many years and never return to full-time remits,” Wilson says.

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