Case Study: Building a Successful Job Share Program at Ferguson Enterprises

Photo curtesy of SupplyHouseTimes

Background

Ferguson Enterprises is the largest U.S. distributor of plumbing, heating, ventilation and air conditioning (HVAC), appliances, lighting, pipes, valves and fittings (PVF), and water and wastewater products. Ferguson invests heavily in developing new graduate sales trainees, however, the company faced a troubling trend within its Showroom division: many young people, especially women, were opting out of the highly competitive, high-hour sales environment once they started families. Traditionally, Ferguson expected sales associates to work 50+ hours per week - a model that no longer resonated with a younger generation’s expectations around work-life balance.

Problem

Exit interviews, retention data, and manager surveys highlighted several key insights:

  • Associates still wanted meaningful, long-term careers, but not at the cost of their families or personal passions.

  • Traditional part-time roles weren’t attractive because Ferguson’s sales roles required developing a deep product knowledge base and building trusted customer relationships over time.

  • Managers needed consistent coverage six days a week to meet customer needs, creating scheduling challenges with traditional worker arrangements.

Our Approach

Recognizing these realities, we piloted a Job Share Program designed specifically for Ferguson’s unique sales environment.

Key steps included:

  • Redesigning Commission Structures: We adapted commission plans to fairly split earnings between job share partners based on agreed customer accounts and sales volumes.

  • Drafting Working Agreements: Clear agreements outlined expectations around handovers, communication, and ensuring customers received seamless service.

  • Maximizing Coverage: Rather than rotating weekend shifts across the entire team, having two employees work three days per week offered full six-day coverage.

  • Education and Change Management: We trained HR Business Partners, sales executives, and managers on the benefits, limitations, and best practices for job share arrangements.

  • Benefit Eligibility Awareness: Because employees working fewer than 30 hours per week were ineligible for benefits, we were transparent with candidates, which helped set realistic expectations and attract the right participants.

Results

  • Reduced Turnover: Pilot locations experienced up to a 20% reduction in sales associate turnover compared to before the pilot.

  • Expanded Talent Pool: Interest grew not only among young parents but also among near-retirement associates who wanted to scale back without leaving the workforce entirely.

  • Cross-Training Opportunities: Junior associates paired with seasoned veterans learned faster, strengthening Ferguson’s sales capabilities for the long term.

Why It Worked

This program aligned Ferguson’s business needs with employees’ evolving life stages and expectations, without sacrificing customer service standards or operational coverage. By rethinking traditional work models, we created a more inclusive, sustainable path for both early-career and late-career talent.

Interested in finding out whether a job share program could be right for your business? Schedule a free consultation with the Talent-Elevated team today!

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