”Together we can achieve more than alone!“
Thank you, Barbara and Christina, for sharing your experiences. You launched the new management model in the spring of this year. How did the division of the function come about?
Dr. Barbara Volmert: “Christina Kordes had deputized for me as Head of Environmental Law, Permits & Regulatory Affairs for almost a year during my parental leave. When I was about to return, the task was to find a model that would take into account the interests of both of us and at the same time offer added value for K+S. We are both mothers of one child and had already discussed with HR that we did not want to work full-time at first. On the initiative of our manager, Dr. Jens Christian Keuthen, Head of Legal, Tax, Regulatory Affairs & New Business Areas, HR developed the conditions for a model that had not previously existed at K+S: the division of a management position between four shoulders, known as 'top sharing'.”
Christina Kordes: “Of course, we also had to let this idea of our superior sink in first. But we quickly agreed: if we do it, we do it right! First of all, a number of labor-related and technical issues had to be clarified, but we also had to discuss Jens Christian Keuthen's expectations of working with us and vice versa. After that, we had a largely free hand in the specific design of our model. HR provided us with great support throughout the process.”
The compatibility of family and career is very important to me. Managing the Group Environmental Department requires a great deal of time, with many business trips to government agencies and authorities, and stakeholder formats, such as round tables, often taking place in the evenings. The threat of part-time work (risk of permanent overtime) can be counteracted in this way. The first few months have shown that the format has proven itself.
The function was initially set at 1.5 FTE. Has this arrangement proved to be appropriate?
Dr. Barbara Volmert: “Our unit covers a wide range of topics. As managers, we have to be up to date on everything and at the same time attend many external meetings, especially with authorities. Christina and I have both found that this is Top sharing gives our environmental topics – from mining to tailings plies to water – a special face and weight, both internally and externally. Our aim is to offer added value as a duo. In addition, joint coordination is essential for our model to work. We first had to learn how much time this takes and what level of detail in our coordination is sensible and efficient. The current structure of the function enables us to live up to our claim.”
Top sharing gives our environmental issues – from mining to tailings piles to water – a special face and weight, both internally and externally.
How do you work together in practice?
Christina Kordes: We basically divided the topics among ourselves, but we are working together on certain focus topics, such as the covering of tailings piles, due to their significance and complexity. We generally make important decisions together. Otherwise, one of us fully supports the decisions of the other. We are available to all employees in the team, but we have divided the disciplinary management. We were very pleased to see that our team responded very positively to the new set-up from the very beginning.
In general, we make important decisions together.
It sounds like the better reconciliation of family and career is just one of the positive aspects of top sharing.
Dr. Barbara Volmert: Yes, for us it is actually just one aspect among many. We work in a dynamic environment and have to face controversial situations. We can benefit from each other's experiences and have a sparring partner with whom we can discuss developments and decisions and weigh up strategies. I believe that our tandem partnership further fuels our personal development. Together we can achieve more than alone!
From an HR perspective, this model has many benefits. Our employees can better balance family and career, and collaboration and knowledge sharing are encouraged, which can lead to more innovative and informed decisions. In addition, this model makes it possible to bring different perspectives and skills to a position. It also builds resilience and continuity in the business, as the other partner can seamlessly take over in the event of an absence. Of course, there are challenges: The process is more complex and time-consuming than filling a position with a single person. Coordination between the parties involved can be complex. And the costs of such an arrangement need to be carefully considered. But it's worth it! It makes us more attractive as an employer, while promoting employee satisfaction and productivity. It is also important to consider alternative working models, as the future of work will require us to be flexible and innovative.
It is clear from the conversation that you have a good chemistry. Is that a prerequisite for the success of such a model?
Christina Kordes: "We have been working together for more than eight years, are about the same age and have similar backgrounds. That certainly helps to make it work for us. But I think the model can also be successful in other constellations. It has to be evaluated on a case-by-case basis. But I am sure that trust in the other person is an indispensable basis. In addition, one should have mastered the art of taking a step back and letting the other person take center stage.
Dr. Barbara Volmert: "Of course, we are also proud to be pioneers. K+S has adopted an innovative working model here, and I can only advocate that we continue along this path. And I would like to appeal to my colleagues to be equally open to different constellations and career opportunities.