Talent 2

By Andrew Simmonds, Interim Management Lead, Hong Kong

Ask an HR Director or a CFO in Asia how many Interim Managers they have in their organisation and they will often ask the question "what is an Interim Manager?" Ask the same question in Europe or Australia and the majority of HRD's and CFO's will not only know the answer but will also recognise that Interim Management is an increasingly popular and cost effective solution to the current economic uncertainty.

Interim Management can be traced back to Roman times but the modern practice started in the Netherlands in the 1970's. Hiring Managers found by hiring expertise on temporary contracts they avoided the long notice periods and huge cost associated with hiring permanent members of staff. Interim Managers are now often hired in the UK, US and Australia for illness, sudden departure, change management, mergers and acquisitions, business improvement and strategy development. For similar reasons there is increasing interest within Asia of hiring Interim Managers as organisations seek to adapt quickly to changing conditions.

Who are Interim Managers?

Interim Managers can also be known as Consultants or Management Consultants but there are differences in their approach. IM's have typically reached a point in their career where they want more flexibility, they enjoy problem solving and want to use their experience in a way where they add value to organisations. They will normally have great relationship building skills, are able to pass on and share knowledge and once they have delivered they are happy to move on to their next assignment. Interim Managers are also flexible where and how they work. For example it is usual for an Interim Manager to undertake some work away from home and often on a part-time basis.

Value of Hiring an Interim Manager

Interim Managers (IM's) are often hired for a number of reasons. The value that they can add include:

Expertise - IM's typically operate at a senior level in an organisation and are often over qualified. They are able to make an impact from the outset due to their expertise and experience.

Objectivity - As IM's are typically independent, they are able to concentrate on what is right for the organisation without being hindered by politics or culture. They work as part of the management team without being seen as a threat as they have very clear deliverables.

Speed - IM's can normally be hired within days. Experienced in being able to 'hit the ground running' they are able to quickly build strong relationships and become effective quickly.

Return on Investment - Deliverables and timescales are normally agreed at the start of an assignment and review periods diarised. This means there is an extremely slim chance of failure and as the IM is paid on the basis of delivering they have the right motivations.

Accountability - The major difference between Consultants and IM's are that IM's will take responsibility for managing a business or project in its own right. They will be accountable for results whilst also expected to share skills and transfer knowledge to other members of the organisation.

Effectiveness - IM's operate at or near board-level and therefore have the authority and credibility to effect significant change or transition within the organisation. Because they have clear deliverables they are often expected to make difficult decisions.

Commitment - IM's future work relies upon referrals and a successful track record therefore they are extremely motivated to deliver.

There have been a number of surveys done that point to organisations hiring a more flexible workforce. According to the results of the PWC Global CEO survey 2011, thirty-three percent of global CEO's plan to grow their contingent workforce faster than their full-time workforce.

IBM also carried out a survey where they state fifty percent of organisations globally expect to increase contingent workers over the next three years.

The Typical Approach of an Interim Manager

Initial Meeting - The client and Interim Manager will often meet and talk through the requirement. This often involves a 'preliminary' assessment by the Interim Manager that will lead to an outline of deliverables and timescales.

Entry and Review - Depending on the complexity and size of the organisation a diagnostic can take between 2 and 20 days. During this time the Interim Manager will start to understand the requirement in more detail, work with the stakeholders and assess against the initial diagnostic of the client.

Proposal and Agreement - After the review period the Interim Manager will present a detailed proposal. This may differ from the initial meeting and may involve the end of the assignment for the Interim Manager. It is normal that the Proposal will challenge the clients understanding of the requirement. However as the Interim Manager will often be ultimately responsible for delivery it is important that the Interim Manager takes the responsibility to propose a solution most likely to be effective.

Delivery - Following agreement on deliverables and timescales the Interim Manager then uses their experience, skills and knowledge. They remain independent, without getting involved in company politics and culture whilst focusing on the issues. They will provide regular feedback to the client and take accountability for any issues.

Hand-over - Towards the end of the assignment the Interim Manager will ensure they have delivered against pre-agreed deliverables and the client is satisfied with progress. A permanent replacement may be required for a business as usual role or training may need to be carried out to other members of the organisation. Often a review of the assignment will be carried out and that will be the end of the client / Interim Manager relationship.

In conclusion, IM's are usually hired for short-term assignments to manage change and transition for businesses in need. Making use of their experience and skills, IM's take the responsibility to deliver results for the assigned project within the agreed time frames.

POSTED BY Wendy Ng

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