feature INTERIM MANAGEMENT
MANAGEMENT INTERIM
high plains drifter
The enigmatic stranger, a mysterious past, face etched with life's
challenges, rides into town. Slowly, dusty boots climb the stairs, the slow chink of spurs catching folk's attention. They pretend not to stare,
but who could it be, why is he here? The door swings open and twelve pensive faces turn as one. Our stranger, cheroot playing between his teeth, speaks: “Good morning ladies and gentlemen, I'm Graham, your new interim HR director”.
ARTICLE BY GRAHAM WHITE, INTERIM HR DIRECTOR - (CURRENTLY AT AFBI)
I have come to realise that the concept of interim management, especially in the field of Human Resources, is a very complex and multi-faceted arrangement. Whether I was undertaking an interim role or managing interim colleagues, it has never been so much about being “interim” as it was about being "evident". It was never so much about fitting a predetermined "shape" as about being pliable and able to fit into exactly what the organisation needed at a given point in time. In a role that you know from the outset is not permanent it is all about making a difference and not simply an opportunity to serve as a placeholder. The situation is not helped by many within an organisation set on sabotaging your work or discrediting your efforts. Whilst in interim roles I have been reminded that "I am only a temporary gap filler", I have come to realise that in effectively fulfilling the
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role of an interim, you must be neither the permanent solution nor the temporary stop gap. As an interim your purpose is to address the problems as if they are challenges that are meant to be solved, choosing not to complain, worry, or cry about them, instead look to address them and where possible resolve them. With work colleagues not always happy to see you it makes your position distinctive if not unique, you are not about providing a solution you are the solution. or as Nanny McFee described it: "There is something you should understand about the way I work. When you need me but do not want me, then I must stay. When you want me but no longer need me, then I have to go" However, it is important to be mindful of the temporary nature of interim positions, but this cannot be allowed to impeach the unique transitory space that interims inhabit. Taking full
advantage of the distinctive nature of the temporary yet powerful arrangement interims need to find a way to make their tenure memorable for all the right reasons. Many observers may feel it is a simple process to achieve this uniqueness I have to disagree. The differences between permanent and interim roles are far too significant to be addressed by accident. And the ability to manage interims is very different from any other type of management role. Let's not forget that new permanent post holders often receive a grace period of settling in often called the "honeymoon period" or "the first 90 days". Interims on the other hand are expected to hit the ground running as most interim appointments will be half over by the 90th day. In spite of this, I have found that becoming an interim HRD is a highly exciting and rewarding
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