SENIOR POSITIONS in some of the most competitive and demanding private-sector jobs, including lawyers, accountants and retail managers, can be undertaken while job sharing or even working part-time, according to a new report.

Campaigning charity Working Families compiled 23 examples of flexible working among the UK's most senior employees - ranging from a male vice-president of sales for BT working a four-day week, to two female executive directors job-sharing at the Ministry of Justice - in an attempt to encourage staff not to settle for a role below their capabilities just because they have family or other caring commitments.

The report, entitled Hours To Suit, will be unveiled at the charity's spring conference on Tuesday by Cherie Booth. It comes after an Equal Opportunities Commission survey reported a "hidden brain drain", with half of all part-time staff having previously held positions of greater responsibility.

Working Families argues that company cultures have changed in the past three to four years to enable senior managers to work more flexibly, as organisations start to recognise key benefits including increased commitment, loyalty, energy and effectiveness.

Commenting on the report, Working Families' chief executive Sarah Jackson said: "It's time to tackle the biggest myth about work-life integration: that some jobs are just too senior to be worked flexibly. This is one myth that effective organisations should throw out once and for all."

The need for flexible working at all levels is becoming increasingly important as more and more men look to be active fathers. And, by 2010, nearly 10 million people will have caring responsibilities for an elderly relative.

Childcare responsibilities remain the main reason for employees requesting flexible working hours and the report includes several case studies of women sharing managerial positions.

Ashley Van-Hoeven and Laura Doig returned to work at a Tesco supermarket in Dundee after maternity leave at the same time last autumn and were promoted to job share as store manager on a trial basis.

"Sometimes when you are full-time and you have a hard week this can get you down," said Van-Hoeven, who had been with the company 11 years, working as personnel manager before taking leave to have her second child. "We are fresh every time we come in and we are happy because we don't feel our families are suffering for us coming to work."

Doig and Van-Hoeven are directly responsible for 11 line managers in a store with 130 employees and annual takings of £14.5 million. The two work on a two-week rota, each having three consecutive days off. Both women believe the company stands to gain from two brains for the price of one.

Van-Hoeven added: "You are still able to carry on with your career; you don't feel you've taken a backward step because you've had a family. You also have someone to kick ideas around with, and to share any frustrations.

"We win because we are getting balance in life and the company is getting so much more. Tesco benefits from our energy and commitment."

Technological developments such as BlackBerries and laptops, plus business phone lines and broadband at home have improved the logistics of flexible working. However, the gadgets and gizmos can come at a price.

Jonathan Swan, co-author of the report, said: "The downside of technology is you are suddenly always available. There is a technology creep where it comes into your weekend and times when you should be relaxing, so you have to work out the master and servant roles."

But Swan is convinced the 23 senior managers profiled have paved the way for the future. He said: "The people in our report have been fairly pioneering. People need to know they can ask and in some cases be quite brave. The route to the top of the organisation doesn't mean you have to give up flexibility."

The government has funded a similar study based on the public sector, due to be published this autumn.