Hiring Interim Managers

Over recent months there has been much talk of burgeoning opportunities in interim management - so it is no longer an entirely novel concept. However, to some it is still shrouded in mystery. Just like hormone-suffused teenagers desperate to discover what all the fuss is about, you may be bursting with simple questions like "How do you do it?"

Rest-assured, it isn't difficult - but from both a client and a contractor perspective, you need to be prepared. To make it a success for both parties, thorough planning and a sound understanding of the issues are essential. The opportunities for client and contractor are vast. Interim management will work in any industry function as long as it matches two simple criteria:

• the role is at middle-to senior-management level within the project team
• there is a need for highly specialised knowledge.

Interim managers must be highly qualified or experienced, so they can be briefed and start working immediately. Keith Hobson had feedback from a delighted client who said of an interim, "...she hit the ground running, did not need training, and without her the project could not have succeeded..."

So you need to hire an interim manager?

Of primary importance will be the quality of the contractor you get - remember you'll get what you pay for. But don't think it's expensive - the day-rate may seem high, but it will be cost-effective. Expect high productivity levels, as the interim manager is focused on one task. Clients generally report an excellent return, and there is a rising number of clients who are widening their use of interim services.

Here's a guide to doing it right:

• be clear about your needs. Telepathy won't work. In your head, it all seems simple. But you must make sure the interim manager understands exactly what is required, so clearly define the project, the milestones and quality measures. Also decide on the timescales, giving the project defined limits so your interim can plan their time around your needs
• it's not a temporary placement. Hiring an interim brings you the skills you're lacking, specialist knowledge, or enables you to move your own staff into other projects and allow flexibility. The interim should be viewed as valuable asset. Remember, you may need their services again later, so it's wise to forge a good relationship
• use a well-respected interim provider. A reputable firm should be able to present you with a range of contractors. Use them to advise you which is the best for your needs. You'll have the security of knowing that there are others available if your own cannot continue (for example through illness).
  You should also be able to count on ethical working practices - you need reliable interims who will not disappear to work on other client commitments. Check out the interim provider thoroughly and if possible get references from their clients
• the interim concept is not try before you buy. People who have chosen to do interim management have probably decided they don't want to work for an employer again
• don't be afraid to over-hire. If the project is worth it and you have the budget, hire at a higher level than you think you need, and you'll get even greater added-value benefits
• be clear about the project team structure. Decide who the interim manager will report to, and be sure you know how they'll be managed. Determine whether they can be effectively managed from off-site, e.g. during your absence through travel
• remember you can end or extend the relationship. Don't be afraid to admit it if it's not going anywhere. A great advantage of using an interim is the speed at which someone can be on-site and working, and equally the speed at which a contract can be terminated - and the ease of that termination. On the other hand, if you're delighted you can easily extend the contract term.