In times where the demands on the labour force are ever more specialisedit is not surprising that organisations find it increasingly difficultto have the right level of resource with the right skills in the rightplace at the right time. In many instances their response is that 'itcan't be done, or we don't have the people to do it', and they eithercan't recruit because the market for highly specialist people is toodifficult or they don't have the budget to hire additional personnel.The solution can be the deployment of an interim manager or executive,provided you avoid the pitfalls and follow these simple steps.
Before carefully analyse the role to be filled
Planning and thinking beforehand will save time and money at a laterstage. As with any recruitment it is important to write down the detailsof the role that you wish to be carried out. This should define clearlymeasurable objectives and be developed in consultation with the linemanagers responsible for the implementation. It should be clearlydemonstrable that the deployment of an interim executive is ineveryone's interests and in no way a threat to the incumbent managementteam. A clear line management responsibility at a senior level should beestablished.
The person specification should then be developed, concentrating on theskills and experience sought. Unlike permanent recruits, 'interims' haveto be effective immediately, with virtually no learning curve. One ofthe major attractions of deploying an interim is that you can hiresomeone who has already done what you want to do, probably in anorganisation in the same sector and who thus knows the likely pitfallsand how to carry out the assignment on time and within budget.
Having decided what is required and agreed that internal resources arenot available, how do you find the right person to do the job? You mayhave your own internal or external networks, or you may want to brief aspecialist provider. In the latter case you will have the advantage ofaccessing their network of highly skilled interims whose experience hasbeen validated. You will also get the benefit of operating through fullycompliant IR35 contracts, thus avoiding any tax implications.
To find a provider of interim managers or executives, you could trycontacting
www.interimmanagement.uk.com/pages/when-to-call.aspx
During review milestones regularly
Unlike consultants who prepare a report on what needs to be done, aninterim will deliver results as agreed. They also expect to beaccountable for delivering those results. The objectives and the likelytimetable for delivery will be agreed at the outset. The approval of theworksheet on a fortnightly basis can also provide a clear review ofprogress. It ensures any matters can be quickly dealt with and anyissues likely to throw the project off track can be resolvedquickly.
Where the interim has been sourced through a specialist provider, thelatter will be in regular contact with the interim to ensure the projectis progressing as planned, identifying any issues that arise. It isusual for the interim to work as part of your internal team and they areexpected to transfer knowledge and experience as part of their role.This is a considerable added benefit which can also ensure co-operationwithin the team as the interim provides a coaching/mentoringelement.
In the event of deliverables not being met, or circumstances changing,which makes the project no longer necessary, then the contract can beterminated at short notice without any legal ramifications.
See also www.interimmanagement.uk.com/pages/client-faqs.aspx
- After ensure adequate documentation and handover
On completion of the assignment, and as part of the original objectives,the interim should leave behind sufficient information and knowledge toensure continuity with any ongoing implementation that will be carriedout by internal staff. It is usually possible to arrange for follow updays, if required, to tidy up loose ends directly.
A CONTRACT FOR SERVICES RATHER THAN AN EMPLOYMENT CONTRACT
What about the legal aspects of employing an interim?
First you should employ their services as a limited company and not asan employee. This ensures you have all the advantages of a contract forservices rather than an employment contract. In the unlikely event thatthe interim proves unsuitable then the only requirement is to sever thecontract under the terms of the notice period previously agreed in thecontract with no payment required for compensation or unfairdismissal.
The advantage of using a good interim service provider is that they willensure all compliance and tax issues are dealt with and that interimexecutives hired meet all the necessary conditions of the appointment.By acting as intermediaries they take care of all the administrativeissues and liaise with the interim and the client directly.
Bruce Page, Chief executive, AshtonPenney Interim.
