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Interim Management
- Introduction to Interim Management
- What is Interim Management
- The evolution of Interim Management
- The role of the Interim Manager
- What makes a good Interim?
- MORI Poll
- Interims for Management roles UK & Worldwide - Interims V Consultants
- Crisis management
- Sudden departure
- Managing Change or Transition
- MBO's and IPO's
- Mergers and Acquisitions
- Project Management
- Family-owned Businesses
- The Corporate Environment
- The Venture Capital Industry
- Finding the right Interim Manager
- The Selection Process
- Questions to ask
- Interim Management as part of an HR Strategy
- Research
- Information for Interims
- Order your CBI Guides
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Interim management links:
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Why choose BIE?
What's New?Information for Interims
Differences between PAYE and Interim positions
How does being an interim executive differ from employment? Anyone considering a ‘new career’ as an interim executive should understand it is not for the faint-hearted. Rather, it is a privileged position that affords an unparalleled opportunity to drive through change and to make a real difference.
The following table summaries the key differences:
| Aspect | Employment | Interim Assignment |
|---|---|---|
| Selection process | Many meetings over several months | One or two meetings, decision within 5 to 10 days |
| Matching to role | A step up – must have potential to grow with job, must be stretched | A step down – must be over-qualified for the role, well within comfort zone |
| Status | Employee | Hired Expert |
| Relationship with boss | Boss / subordinate | Client / Agent of change |
| Honeymoon Period | A few months | A few days at most |
| Challenge | Become integral member of management team with long-term perspective | Deliver agreed programme of change or transition |
| Motivation | Still career building, still looking for a bigger and better job | Apply experience to lead a team through a period of change & transition, coaching and mentoring the individuals |
| Objectivity | Required to go native | Must not go native |
| Perceived threat to others | Competing with others for influence and promotion | Not job seeking so not in the race |
| Internal politics | Relations with others determines promotion prospects | Semi-detached. So long as it doesn’t interfere with the delivery of the assignment |
| Visibility of cost to the company | Part of the payroll, paid automatically by bank transfer, many hidden extras | Highly visible, every month an invoice has to be signed off and a cheque written |
| Added extras | Paid holidays, sick pay, pension, health cover, car, NXD days, training days | None |
| 'Life expectancy' of job | No exit is foreseen | Exit needs to be planned from Day 1 |
| Relocation | Generally expected to relocate to show commitment | Location is not an issue – except living away means long days are easier |
| Duration in practice | 2 to 5 years? | 6 to 15 months? |
| Notice | 6 to 12 months? | 1 month normally |
If you are interested in becoming a BIE Interim Executive, visit our Candidates page