Human Resources Directors ‘ getting to grips ‘ with the idea of ‘Interim Management’ as a resource strategy.
Many HR Directors are becoming increasingly aware of the value of having ‘Interim Managers/ Executives’ as a vital resource for their business. Examples include such activities as:- Being a Managing Director of a business that required strong technical and managerial qualities, through a period of transition; another acted as a Financial Director, whilst the organisation looked for a suitable permanent role; yet another was utilised as a Human Resource Manager to provide additional support in a business restructuring programme and an ‘Interim Operations Manager’ supported the integration of work flow imaging into a major business unit.
There is obviously still a role for permanent recruitment and few heads of HR would wish to underplay the infrastructure of securing permanent employees for an organisation. However as continual ‘change’ is a fundamental part of business life, organisations require bringing in quality resource at short notice and often for limited periods of time.
Most business would be typified by some of these situations :-
1) Transactions requiring significant additional experienced ‘Executive’ support.
2) Unexpected long term absence due to illness.
3) Surprising ‘gaps’ between business need and permanent resources being available.
4) A desire not to build in unneeded capacity during peaks and troughs.
5) Critical ‘projects’ requiring heavy weight resources, but not at the expense of ‘business-as-usual’ performance.
These needs were often met through some form of consultancy, this solution though would often prove to be very costly. Really what Senior Executives effectively require, are people who are able to operate as part of the business, in other words seasonal professionals.
It is in this context that the ‘Interim Management’ market has developed and has become an indispensable resource for many HR Directors. Thus numerous ‘Providers’ in this field have developed. Therefore it is very important that the correct Provider is sourced. Qualifying criteria needs to be found:- Are they able to source an ‘Interim Manager’ quickly? Do they have sufficient understanding of your business to enable them to fast track the most suitable ’Interim’ candidate? Could they provide a short- list of quality people, who could, on paper at least, do the job? Do they actually know their ‘Interim Candidates?’ Would the overall proposition (‘Interim’ Provider plus fees) provide a more cost-effective solution than a mainstream consultancy?
Significant aspects of a candidate should include the ability to ‘pick-up’ the role with a minimum induction from the start, with relative self-sufficiency thereafter. He/she must be able to demonstrate a track-record of delivery as an ‘Interim Manager’ in those areas important to you, be very effective in developing and maintaining relationships and managing significant business teams. Any amount of flexibility with regard to working location ( could be numerous) and arrangements and of course have track records and ‘authorised’ references to hand.
The impact of globalisation, new technologies and other unforeseen forces means that companies can no longer remain static, resulting in an unprecedented pace of change. Markets that may have remained relatively stable for long periods of time are now subject to continuous upheaval. Companies cannot be complacent, but have to orchestrate radical redesign of everything from their internal processes to their business model on an ongoing basis. Thus companies are becoming more fluid, constantly changing to suit market conditions.
This means that ‘Interim Management’ can therefore, when utilised as part of a broad ‘business need’ centred resourcing strategy, can provide Captains of Industry with a cost effective, flexible, skilled resource available at very short notice.
J Hadley writes on behalf of Executive Interims - Supply Chain Practice. See: www.executive-interims.co.uk |
|
