An increasing trend finds interims are being brought into antagonist workplaces. What is already a challenge is made that much harder, HR directors must really pull out all the stops to support them in the face of their adversity. Says Charles Russam, Chairman of Russam GMS.

It's considered part of the territory by IMs, that one is likely to be parachuted into companies at a time of crisis. But perhaps more interestingly, our latest snapshot survey shows that over the past year, half of all interims were recruited to provide specialist skills absent in a business, 34 percent to design or implement new strategies and a third to undertake specialist projects. The demand for change management specialists is also growing, with change management and transformation the number one interim job discipline, representing over a quarter, 26 percent, of all interims currently on assignment. Due to the often sensitive nature of such roles, interims can face resistance, suspicion or even antagonism from employees. To ensure assignment success, companies need to manage the recruitment process carefully to ensure they recruit interims with the right skills, experience and cultural fit.

Interims leading change programmes will need a good mix of leadership and interpersonal skills, the ability to drive change and make tough decisions, plus the ability to communicate effectively and build rapport with colleagues is essential. Companies must apply the same rigorous recruitment procedures as they would when hiring any senior business manager. An interim change manager will play a significant role in the business and getting ‘it wrong’ is risky, expensive and could mean a major setback to the business. A clear business case needs to be created from the onset, outlining the kind of person they want, the job brief and objectives. It’s important the interim has the right corporate ‘fit’ and we would advise any company to introduce the interim to relevant team members and the board as part of the recruitment process.

Objectives and targets should be set and companies need to consider the support they will provide for the interim during their assignment. Regular programme assessment should be provided to ensure everything is going to plan. Preparations for after the interim’s departure must also be made well in advance of his/her end date and the question, “how will this look when the job is done” needs a clearly defined response. Interim managers should always be provided with a clear scope of work and terms of reference for their assignment. IMs must be given enough responsibility to carry out their role without encumbrance, but also have a route through to a Director, or equivalent, to oversee and approve their activities in the best interest of the hiring organisation.

Hiring an interim change manager can be a good short term, cost-effective and flexible solution for any business looking to implement a change or transformation, but the process needs to be well managed to ensure the assignment is a success for both parties. The following tips will ensure they get the most from them: Check if you really need an interim manager or whether the skills and knowledge you require already exists within your organisation; have an ideal candidate in mind to ensure you pick the right person for the job;

always use a reputable interim provider that can find managers with the right balance of management skills, technical know-how and market knowledge. The IMA is the industry body which sets out the ethical standards for the interim management industry, and its members adhere to a strict code of practice. Don’t waste time as the best interim managers can get snapped up quickly. Remember that interim managers can speak openly to clients about changes such as job losses because they don’t have emotional attachments to companies.

Agree the aims and timescales of the assignment at the outset, so that both parties know their objectives, and review as the assignment progresses. Ensure the interim manager understands your needs from the start; once a contract is signed; an interim has five working days to understand the role and requirements. Clarify the role of the interim manager to permanent staff, so that they understand the person is being taken on for a defined period of time and can transfer skills to permanent employees. Don’t make pay comparisons to permanent staff; it is misleading because the interim manager is chargeable at an inclusive rate and does not enjoy benefits such as pensions or holidays. Interim managers can work for any size company and may be suitable for an SME that lacks skill in certain areas but is not able to justify employing someone full time.