The modern-day game changer? The case for interim consultants
The modern-day game changer? The case for interim consultants
When an organisation finds itself in a tricky position and needs a hero to save the day - there are two solutions: promote an employee on a temporary basis or hire an external interim consultant. In this article we present the case for taking on an external hire.
When might you need an interim consultant?
Interim consultants are typically used for one of the following business needs although the reason for their hire can be wide and varied.
Temporary support awaiting the right permanent candidate to be recruited
Parental leave
Re-organisation of departments or geographies
Get a new project or idea off the ground
Manage mergers and acquisitions
Help with a stock market introduction
Support in downsizing or integration
To handle any type of change management programme.
Of course, organisations have the choice to promote or shoehorn an existing executive from the workforce into the role, but is there a benefit to using an external interim consultant?
An externally contracted interim consultant is commissioned, often at a senior level, on an assignment basis and will take full line, or project, responsibility from day one. Internally promoting one of your executives on an interim basis can sometimes raise challenges such as lack of authority, an unclear mandate, time pressure related to increased workload, trouble defining the scope of assignment, as well as problems in interpersonal relationships related to the change in hierarchy.
Over-Qualification
The average interim assignment is an intense affair - a full-time role, typically lasting between six and twelve months. In order to be immediately effective, interim consultants are best positioned if they have a proven track record and a breadth of competencies ideal for the job in hand. They are fully accountable for managing the situation or transition they are tasked with.
A great interim consultant is more often over-qualified, and the quality and depth of their skillset is richer than any full-time position normally requires. They will also have specialist skills that create their unique selling point and may well have cross-sector experience that lends a depth of understanding unavailable to their more static, employed peers.
Focussed on outcomes not promotion
Often, an interim arrives when a situation becomes critical and often after others may have already tried and failed to make a difference. To make an impact from the start, they do not have time to settle in and learn the ropes. They capitalise on their knowledge and capabilities in order to continue an unbroken string of successful assignments. Internal hires may face significant difficulty in managing relationships with former peers, particularly if those peers are now playing a ‘subordinate’ role.
Interim consultants are not looking to further their career or overplay their abilities but are entirely focussed on the resolution of the issue at hand. An internal appointment may well be concerned with their appearance to their team and superiors, but an external consultant will look only at the outcome and be significantly less concerned with personal politics. With payment incentives often structured by the day, they need to be delivering measurable value for every day they are on site.
Speed and agility
Urgent projects need to be tackled quickly. An interim consultant can be the game-changer who parachutes into an organisation and makes an immediate impact. They will be well-versed in relationship building and adapting to different corporate cultures. This allows them to easily navigate the business and make speedy decisions. The twists and turns of the challenge in hand will rarely daunt them, as they are used to novelty and the unexpected. They will flex to face new issues as they occur. A lack of knowledge and understanding of informal decision-making and how best to navigate the organisation is often raised as a concern with an external hire. But given that the scope and purpose of the assignment is clearly defined, this concern is easily addressed, and the external interim consultant can be quickly onboarded and introduced to stakeholders crucial to the success of the assignment.
Cost flexibility
The best interim consultants can command eye-watering daily rates, depending on the sector and their unique and functional skillsets. However, hiring or promoting a full-time employee entails other costs in terms of holiday pay, pension, and tax contributions. An interim consultant is only paid for the days they work with no additional costs. This frees organisations to acquire resources as and when they need them without the commitment to additional or hidden staffing costs.
Fresh eyes
The functional expertise that a skilled interim acquires through working in multiple organisations, and often multiple sectors, allows them to bring a fresh perspective to the problems they are hired to address. Their experience also gives them the gravitas required to introduce and execute tactics that perhaps the permanent team may not have explored or were unwilling to commit to.
A graceful exit
During their assignment, most interim consultants will spend time mentoring and coaching internal teams to ensure a smooth transition after their assignment has ended. A good interim will leave behind a series of transferable skills which will strengthen the internal capabilities of the organisation.
Your organisation might need a game-changer right now, or you might just want to know more about the range of individuals that are available should you need them? Perhaps you are an expert in your field who is considering a career in interim consultancy? Whatever your level of interest, to learn more about our exclusive network of Interim Consultants get in touch.
Head of Interim Management
E-mail
Considering an Interim Manager for your next Executive?
Recruiting when tomorrow’s needs are uncertain