{"id":5556,"date":"2025-08-13T09:21:13","date_gmt":"2025-08-13T07:21:13","guid":{"rendered":"https:\/\/www.porscheinformatik.com\/?p=5556"},"modified":"2025-08-13T09:21:13","modified_gmt":"2025-08-13T07:21:13","slug":"how-does-part-time-management-work","status":"publish","type":"post","link":"https:\/\/www.porscheinformatik.com\/en\/how-does-part-time-management-work\/","title":{"rendered":"How does part-time management work?"},"content":{"rendered":"

How can part-time management be successful? What conditions are necessary? What challenges arise? We asked department and team leaders in our company who have opted for this model.<\/em>
\n<\/p>\n

Being a manager and still having time for family, personal development, and your own well-being\u2014this has been possible at Porsche Informatik for some time now and is no longer such a big exception. More and more of our colleagues are opting for this<\/a>, and their reports show that with openness, organization, and good communication, but also with support from those around them and assistance such as the Porsche Holding company daycare center, it is entirely possible to successfully manage a team and still have enough time for your private life.<\/p>\n

The path to part-time management<\/i><\/h3>\n

For most of the colleagues surveyed, the desire to have enough time for family and children alongside work was the reason for making the move to part-time management. Matthias Ausweger<\/i><\/b>, Team Lead Car Configurators & Marketing<\/i>, explains: \u201cWe don\u2019t have any extended family nearby to help us. That’s why both parents reduced their working hours and divided the week so that one person could always provide a fresh lunch and then be at home.\u201c Diana Krispler<\/i><\/b>, Team Lead Compliance, Quality & Assurance<\/i>, also reports that she deliberately wanted to combine responsibility and quality of life. \u201dIt was important to me to continue to play an active role in the development of my team, while also having time for my family and my own development”, she says.<\/p>\n

Janine Hoffinger<\/i><\/b>, Department Lead CROSS Service Delivery<\/i>, and Rafaela Griesebner<\/i><\/b>, Department Lead Parts & Aftersales Services<\/i> and one of the two site managers at our Hagenberg<\/u><\/a> branch, both have a young daughter and returned to their roles as department heads on a part-time basis after taking parental leave.<\/p>\n

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\u201cOf course, I need my manager to trust that I can do my job well even on a part-time basis. I am very grateful for that.\u201d Edmund Mielach<\/span><\/em><\/strong><\/p>\n

“I have always received understanding and support from my manager. However, I still think that the changes in the world of work brought about by COVID-19 have made it easier.\u201d Matthias Ausweger<\/span><\/em><\/strong><\/p>\n

“When my job was posted, they were looking for a full-time employee, but my manager encouraged me to apply anyway.” Sylvia Buchner<\/span><\/em><\/strong><\/p>\n

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Working time models and organization<\/i><\/h3>\n

The working models that our managers have chosen for part-time work are as diverse as the life situations of our colleagues. They range from 21 hours spread over three days to 35 hours spread over five days. Most primarily work in the office but appreciate the option of working from home when necessary, such as when a child is sick.
\nAll of the chosen models emphasize flexibility, clear scheduling, and the ability to adapt to personal commitments.<\/p>\n

Prerequisites for successful part-time management<\/i><\/h3>\n

What does it take to make part-time management work? Most emphasize the importance of clarity about responsibilities, priorities, and good communication within the team. They see transparency, planning their own work hours in advance, and coordinating clearly with the team and their manager as key prerequisites for smooth cooperation and availability.<\/p>\n

For many, support from the team and their own manager is also essential. Rafaela is grateful for the great support she receives from her team leaders: \u201cThey bring a wealth of experience and expertise to the table. They know that I’m not always physically available and work independently and on their own initiative.\u201d Susanne Dorninger<\/i><\/b>, Team Lead Modules Service Core<\/i>, confirms this: \u201cMy team has adapted 100 percent to my availability, and appointments are only scheduled during these times.\u201d<\/p>\n

Janine relies on a clear structure and can also fall back on a family network: \u201cI try to keep my afternoons free as much as possible to spend time with my daughter. However, if there are any work-related exceptions, the grandparents support us and thus enable the necessary flexibility.\u201d<\/p>\n

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\u201cAnyone who can’t pass on their childcare responsibilities to the other parent or grandparents faces the same conflict \u2013 it doesn’t matter whether you’re a manager, tester, DevOp or developer. Our work demands flexibility from every role, time and again.\u201d Maria Atzwanger<\/span><\/em><\/strong><\/p>\n

\u201cI was definitely confronted with reservations. But they don’t scare me anymore – as a woman in tech, I’ve known them for too long.\u201d Irina Ruzicka<\/span><\/em><\/strong><\/p>\n

“With children, especially, you can plan a lot and then things turn out completely differently. Maintaining balance is a daily challenge that forces me to clearly define my personal and professional priorities.\u201d Rafaela Griesebner<\/span><\/em><\/strong><\/p>\n

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Challenges and dealing with stress<\/i><\/h3>\n

Of course, there are also challenges. Especially during busy periods, it can be difficult to juggle professional and private commitments. Maria Atzwanger<\/i><\/b>, Team Lead Fleet & Insurance,<\/i> took precautions: \u201cAs a precaution, I arranged daily childcare until 5 p.m. for stressful periods. I didn’t use it all the time, but on some days I did use it until the last second.\u201d<\/p>\n

Like most others, Sylvia Buchner<\/i><\/b>, Team Lead Mobility & DWH<\/i>, knows the pitfalls of everyday organization when a child falls ill. “Then my husband and I have to organize ourselves well. Our home office model comes in handy here, and we take turns looking after the children.\u201d<\/p>\n

When dealing with stress, Irina Ruzicka<\/i><\/b>, Team Lead DevOps Engineering<\/i>, and Edmund Mielach<\/i><\/b>, Team Lead Electronic Invoice Management,<\/i> rely on staying calm. Edmund: “Even as a manager, I’m only human. I do what I can to achieve the goals that have been set. In some situations, I also have to seek support. Setting clear priorities and following them is even more important to me than usual when I have a heavy workload.\u201d Irina also emphasizes the importance of accepting your limits: \u201cThat was and is my biggest challenge. Only when I take care of myself can I be successful in my professional and private life.\u201d<\/p>\n

Reservations and cultural change<\/i><\/h3>\n

Even today, there are still occasional reservations about the compatibility of part-time work and leadership roles, though these reservations are becoming less vocal. For Diana, good leadership is not about the number of hours worked, but rather \u201cattitude, clarity, and trust.\u201d Maria, the first part-time team leader at Porsche Informatik, recalls the early days: “Eight years ago, it was by no means established that part-time work and leadership were compatible. There was a kind of cultural credo that the higher your position, the more overtime you should do to show your commitment. This contradiction had to be overcome. I only managed to do that with support.\u201c Sylvia adds: \u201dYou can see that there has been a major change in our company and that there are more and more part-time managers.”<\/p>\n

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\u201cYou have to be even more organized in your personal and professional life to do justice to both worlds. For example, when our daughter is sick, it becomes quite challenging. But thanks to a strong network, I\u2019ve always managed to make it work so far.\u201d Janine Hoffinger<\/span><\/em><\/strong><\/p>\n

“A strong team that works independently is an important factor for success. It also helps to focus on the essentials and consciously plan for the unexpected.\u201c Diana Krispler
\n<\/span><\/em><\/strong><\/p>\n

\u201dWhen there is trust in the team and its independence, you don’t always need a manager to make decisions.” Suanne Dorninger<\/span><\/em><\/strong><\/p>\n

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Take the plunge!<\/i><\/h3>\n

What advice do our experienced part-time managers have for those considering a leadership role with reduced working hours? Matthias recommends openly discussing expectations with your manager early on. He says that a clear division of tasks is crucial \u2013 ideally designed in such a way that there is still a little leeway in everyday work. After all, \u201cunexpected issues will always arise.\u201d<\/p>\n

Susanne emphasizes that it takes discipline to reliably complete your tasks even when working part-time. At the same time, it is important to openly communicate that some things simply have to wait when the available working time is limited \u2013 otherwise, you risk experiencing permanent stress. Her advice: \u201cDon’t be afraid! Every environment can adapt and learn from new situations.\u201d<\/p>\n

And Maria makes a passionate recommendation: \u201cApply! Talk about all the details. Then, hopefully, do it! It\u2019s a wonderful job!”<\/p>\n","protected":false},"excerpt":{"rendered":"

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