Cognitive Bias

One of the earlier interim industry benefits (>10 years ago, before the 2008 financial crisis), was an independent interim’s ability to challenge client ‘cognitive bias’, for example, by suggesting betters solutions to ‘the way things are done around here’.

The interim’s ability to tactfully challenge came from experience across many clients and, especially, many sectors.

Client Challenge Example

I recently challenged cognitive bias at a Contracting industry client. Long-standing family and industry mind-sets and practices were tested to create new solutions collaboratively.

Example solutions included technologically advanced (for a ‘basics’ industry), end-to-end digital transformation of core processes and clean data sources for better decision making, having endured paper-based processes and dirty data for many years.

Imagine, if you will, basically educated road workers using mobile devices to capture risk assessment evidence (photos), to track job workflows and to reschedule work priorities; quite a transformation!

The client also turned around from loss-making to profitable in nine months on the back of this, and other cognitive bias challenges.

Commodity Driven Candidate Selection

The Interim Service Provider (ISP) challenge to clients’ mind-sets via their selected candidates appears to have taken a back seat in recent years. It has been replaced by narrowly specified candidate sector experience and CV brokerage introduced from contractor/commodity recruitment practices.

Interims now tend to meet with clients via ISPs selected for client sector fit rather than the ability to champion change and transformation based on broad skillsets and agnostic sector experience.

I think this practice does not well serve UK Plc and the client-ISP-interim industry.

As one respected interim recruiter put it recently: “'More of the same' only results in 'more of the same'.”

IR35 Likely Effects

An evaluation of the proposed 2020 IR35 changes is a likely dramatic impact on the current interim and contractor industries.

There will be a confirmation of independent interims outside IR35; and contractors becoming ‘part and parcel’ of the client and inside IR35, effectively employees.

The New (former) Interim Approach

The commodity-based marketing practices which entered the interim space ten plus years ago will be replaced, if not already, by consultative approaches to client solutions, above, say, £700 per day interim rates.

Multiple CVs emailed to clients will become passé, and ‘chats over coffee’ will make a comeback for both ISPs and interims to more fully explore solutions to critical client problems.

One recently visited IIM Platinum recruiter said he does not send CVs to clients, preferring to book coffee slots for clients to see three interims he knows can do the job.

I encourage clients and interims (when in an assignment, as clients) to take up this approach and ask ISPs to send interims they trust and know can do the job, rather than wade through copious CVs to select people, to then see as well.

Why should clients do all the work?

Perhaps this new approach could also serve clients in contractor selection?

Client Education

Key to a transition away from CV brokerage to chats over coffee with interims known to be able to do the job is client education.

Interims (per the IIM Surveys) find 60% of their assignments themselves, and ISPs the remaining 40%.

In my view, both interims and ISPs must educate clients in new ways of getting the best ideas, talents and capabilities for critical client change and transformation needs.

All three parties in the interim industry will win by preferring a consultative interim industry approach over client CV filtering.

ISPs will need to let go, though, of their fear of losing business by not sending many CVs to clients just in case they might send the right one.

ISP Branding

Another interim recruitment group I recently met has for quite some time separately branded their interim and contractor businesses not to confuse clients, and to focus consultants with the right skills on the right approach that fits the required client solution (interim or contractor).

Risks to Avoid

A risk I see (and two other ISPs recently visited), is the commoditised approach to interim engagement lacks sustainability.

Larger consulting houses (to whom commoditised CV brokering is anathema to their business models), will gain further market share in value-adding change and transformation work; and perhaps the interims too.

Another risk is interims forming interim practices with marketing capabilities to build on their 60% self-sourced engagements.

ISP Recommended Changes

A question for ISPs: how are you discerning, separately branding, marketing, and appropriately resourcing with skilled consultant’s client offerings?

For example:

• Do you make a distinction between interim and commodity approaches in your recruitment processes – are they clearly defined, or confused – to best serve the client base?
• Should your interim and contractor/commodity offerings have separate brands?
• Are your consultants then working with the right approaches and client connections?

Summary

It is difficult to challenge client cognitive bias (a major client benefit) in a CV. However, half-hour chats with clients about their challenges and discussing, among other things, ways other industries solve similar problems is where enhanced interim industry value-add will be gained.

All three parties (client-ISP-interim) will then be served better, and the reputation of the interim industry will grow in response because of the progression to a consultative approach.

Addendum

Of course, consultants do challenge cognitive bias. However, they lack the hands-on and in-depth leadership engagement that interims are renowned, to see what is happening deep inside clients’ businesses.

 

Article by Simon C Jones, Interim Finance Director/IIM Director

 

 

 

 

 

 

 

 

The Interim market, Brexit and beyond…

Time to reflect on 2018 and look forward to the year ahead. We are faced with an even more uncertain world with the continuing twists and turns on the political front, the now bumpy economic climate and the demise of a number of large businesses.   We are used to dealing with change and challenges; from economics to politics and clients to candidates but this is uncharted territory.

The fiasco that is Brexit with its various connotations of remainers / remoaners, hard exit / soft exit, good deal / bad deal, etc. has divided the country.  When you consider the complexities that include Trade, Customs Union, Legislation, Northern Ireland, Security, Education, Science, Energy, Farming, Environment, Healthcare, Transport and so on, it’s no surprise there are divided opinions.  With no one knowing how this will play out and what the ramifications are likely to be, it makes planning extremely difficult especially when the view of stakeholders is likely to be split.

In 2018 there have been casualties, not all Brexit related but a reflection of a tough climate.  The liquidation of construction giant Carillion early in 2018 with the accolade of becoming the UK's biggest corporate failure in a decade has put the construction sector under further strain.  Interserve is hanging on by its fingernails having once been a £3.3B revenue business now worth c£15m.  The high street is on its knees with a number of high profile collapses such as Maplin, Toys R Us, Poundworld and House of Fraser to name a few and many others struggling. Some of these businesses are being bought either wholly or in part from the Administrators which in turn is creating opportunities. Some businesses are embracing this through expansion of facilities and looking for bargain acquisitions.  Mike Ashley’s Sports Direct business is now a multi-billion £ business and I don’t think this has been achieved from being averse to risk.  It’s about seizing the moment but also ensuring that when these opportunities do come along you are in a position to act.  

The rhetoric is a similar scenario of the last recession with worries of another but somehow this feels different.  Brexit is fueling uncertainty and indecision.   How do you plan if you don’t know what you’re planning for?   Managing short-term requirements with longer term business objectives is proving very difficult as you can’t plan for the medium to long term with all these major changes afoot.

This is the very climate that fuels demand for Interim Executives.  Organisations that don’t want to commit long term with a permanent appointment find a short term solution is often the answer.   Many organisations need help with supplier management / rationalisation, customer service, cost control, planning, risk management and talent.

The interim market has additional complexities but paradoxically there are many opportunities.  Changes in IR35 legislation continues to ‘frustrate’ the market and having been already implemented to some degree in the public sector, I’m not so sure how things will transpire should the same happen in the private sector.  Public sector interims have been able to change tack and move to the private sector but if it hits the private sector, it leaves nowhere else to go. 

I believe many organisations are taking a holistic approach to talent acquisition. In the short term, they require immediately available Interims to deliver short term objectives whilst focusing on a longer-term approach by taking a deep dive into business imperatives to create a total strategic plan that has clearly defined goals, but one that can be amended as needs change.  Executing strategic objectives now requires an agile, responsive and flexible approach to meet the changing tide and businesses don’t necessarily have the internal capability or capacity to deliver hence the external help. 

Interim Executives provide a service to organisations in all stages of their development and plans.  It seems to me that now more than ever is the time for ensuring the mechanism remains in place for this to continue. This help is crucial to ensure survival and at other times growth.  It is usually driven by the need for change, transformation, restructuring, turnaround, projects etc. requiring a professional to implement and deliver.   

Organisations should continually be looking to improve and be more efficient.   Ways of growing either organically or through acquisition, improving efficiencies, improving customer services, acting on opportunities and kick-starting change projects could all be helped along through the utilisation of Interims. 

It’s interesting times and is making politics and business quite fascinating.  There’s a lesson here in resilience, persistence and integrity.   Businesses can learn from Theresa May’s approach which should be a lesson to us all regardless of your political affiliation.  Sometime you have to dig deep, be resilient and stick to what you believe. 

With an Interim population consisting of some very experienced, high calibre individuals, there is now more choice than ever with an increasingly diverse and committed professional possessing the tool kit to drive organisations forward.  Now is the very time we all need to dig deep, push the button and take steps forward or run the risk of standing still or even worse, going backwards.  

Steven Wynne

Managing Director

Macallam Interim

TEL: 01423 900804

E: Steven.wynne@macallaminterim.com

W: www.macallaminterim.com   

 

 

 

Does the engagement of an interim manager ensure project success?

Bringing in additional project management resources can not only save a failing project but also help define what constitutes project success at an early stage

Projects fail all the time. What constitutes a project’s success and how it is defined will differ from organisation to organisation.

The standard expectation for a successful project is that it’s delivered on time, on budget and is of the right quality. This is often the case if the project has been competently managed and led.

It is, however, much more important that the business case and the benefits are made clear at the beginning of a project and readjusted along the journey, because this is the real measure of a project’s success.

Projects fail because the latter point hasn’t been realistically set out, the requirement has changed due to market or economic forces, or there has been a lack of communication at all levels.

If a project’s success is determined by its delivery in line with expectations, then the person who has set the guidelines will have a determining factor as to the success or failure of the project. This is usually the project sponsor, the person who “owns” it.

Project governance is the key to success, and business managers should be involved along the way to ensure the project is delivered in line with expectations.

Formal project governance is the big change we have seen over the past few years, and this was a response to the lack of ownership and control by the very people who require and fund the outcome of projects – the business managers.

A project running behind budget and time would usually be seen as a failure, but in fact a project’s success is determined by the benefit it delivers to the business, and if that means the cost and completion date have to be moved with the agreement of the stakeholders, then so be it.

Interim managers are often bought in to rescue “failing” projects. This can make perfect sense, because having a fresh set of eyes on the situation and making the necessary changes to drive the project forward can get the project team and its sponsors realigned.

There are real benefits to doing this, not least because once the project is underway and costs have been incurred, it can be difficult for the project team to pull it back on track. An interim manager can ensure that stakeholders become realigned to the outcomes and that people are ready for the change the project was intended to deliver.

Finding and retaining the right resource is challenging but critical. Once the right skill set has been defined, engaging externally can sometimes be the only option.

A more fruitful solution is sometimes to resource externally to lead the project from the outset, with someone whose only focus is to enable change and who won’t be drawn in to business as usual.
One of the key ingredients is to spot the warning signs and act immediately.  Planning is paramount to the success of a project, and it is important to define what constitutes success at the early stage of the process. It is often the case that the project manager will be held to account if the project is deemed to be a failure, but actually the project sponsor is the person truly responsible for the project’s success. If the expectations have not been realistic, if communication has been poor, if the original business need has changed, and if adequate training has not been provided, then this all points to the project sponsor.

Taking this back to grassroots, there could be a cultural problem if the business is not one that is used to embracing change: the people won’t have the motivation to make it work and hence it’s another pointer towards project failure.

The adoption of a strong, centralised project management office (PMO) allows for the transfer of knowledge and sharing. Knowledge-sharing and best practice will help ensure the future success of projects.

If this is led with a good PMO director and appropriate, experienced project managers, not just certified project managers (as this only shows they understand a method), then at least the risk of failure is minimised. Again, interim managers can be engaged to set this up.

Ensuring project success is not easy. If it was, there would be far fewer failed projects. There are, however, good practices to adopt in order to minimise the risk of failure. If the proper planning, communication and governance is adhered to, stakeholders’ expectations are properly managed and the right business requirements have been set, then you stand a fighting chance.

After all, nobody sets out to fail or to do a poor job, but one of the key ingredients is to spot the warning signs and act immediately. If that means bringing in an additional resource, then it could be money well spent.



Follow the link below to read the article in Executive Grapevine as featured in The Guide to Interim Management

https://www.executivegrapevine.com/content/article/magazine-2018-02-06-does-the-engagement-of-an-interim-manager-ensure-project-success

The Importance of Being Earnest

The Importance of Being Earnest

Brexit, Trump, Leicester winning the Premier league, the passing of musical geniuses – the list goes on.  Let’s face it, we have had everything thrown at us in 2016 but there’s one thing that remains certain and that’s change.    We are living in uncertain times and this will inevitably affect the decisions of organisations and their appetite to forge ahead with plans.  This uncertainty is creating the need for change on the one hand but paradoxically is leading to inaction on the other due to an over cautious approach.   It would be a huge mistake for organisations to do nothing with the risk of  market share loss, acquisition targets slipping through the net and losing key talent to name but a few.   

Leaving the EU is a mammoth task.   The globalisation of the UK is firmly on the agenda and although it will take years to go through this messy divorce, hopefully the UK will be stronger for it.  But what happens in the meantime?   It’s the uncertainty that will create problems as ‘projects’ are put on hold.  Clearly for businesses in crisis, something has to be done urgently but the need for an interim isn’t always for reasons of crisis management.   

Organisations in need of transformation, restructuring, project / programme management, business improvement or anything that results in change continue to need people to help drive them forward without distraction.  What has become prevalent  is the need to put a compelling case forward firstly as to why interim is the right/best solution and then it’s down to the interim to provide reassurance and a convincing pitch as to why they should be selected with some quantification around the return on investment (ROI). 

It matters now more than ever to make a difference but how can an interim executive ensure they make a ‘real’ difference and deliver in a way that meets with expectations? There are a number of skills, competencies and personality traits needed to succeed as an interim.  Here are a few;

Honesty – providing an open and honest account of the findings.  Interims are able to do this (on the proviso it’s delivered in a professional way) without fear of job security, weakening promotion prospects etc.  The value to management, shareholders, stakeholders and employees is immeasurable. Quite often the day to day gets in the way and organisations can’t see the wood for the trees.

Delivery – hugely important and ultimately will be the basis of measurement of how successful the assignment has been.

Speed – expect to be parachuted in to new environments, grasp what the business does, build relationships often with customers, suppliers, and subcontractors and address the issues causing the challenges.  The problem should be solved and solution implemented as quickly as possible.

Objectivity – an impartial view of analysis undertaken provides the leadership team with a balanced, honest opinion without the person delivering the message having another agenda. 

Coaching / Mentoring - this is always part of the brief whether or not it’s been clearly defined.  This can be for members of the leadership team, management team or just generally a style that should be adopted when leading people for the short term.

Engaging with stakeholders – interims often find themselves in quite complex scenarios with multiple stakeholders that have to be taken on the journey.  Building relationships is part of the remit.

Communication – can’t be emphasised enough.  Any change programme’s success is dependant on how engaged the people are. 

Don’t get drawn in to BAU issues – the reason the client has engaged an interim in the first place is because they don’t have the internal capacity or capability to solve the problem.   If the interim finds themselves in a firefighting situation, they are likely to take their eye off the ball from the original set of objectives.

Confidence and gravitas – the fact that someone has embarked on a career as an interim is borne from having achieved and delivered during a corporate career at board, functional or in a business leadership capacity.  This knowledge and experience should enable the interim to tackle challenges with the necessary agility and be chameleon like in approach.  

Managing the exit – once the agreed objectives have been delivered it’s important to manage an exit at the appropriate time.  The interim should avoid hanging around unnecessarily as this will quickly diminish the value created from the good work undertaken. 

Leaving a legacy – be remembered for the right reasons.

This is all underpinned by the raison d'être of adding value, making a difference and ensuring a return on investment.   It’s the little wins that can make the biggest difference and mopping up the unexpected problems where the interim can go the extra mile.

In order to ensure a successful assignment for all parties it’s important to be honest and how this is delivered will determine the added value in the long term.  After all, the results of this assignment will determine the reference received and how quickly the next one is secured.

For further information or a confidential discussion about how we can help please contact Steven Wynne on 01423 704153 or email steven.wynne@macallaminterim.com

     INTERIM OUTLOOK

Steering businesses in a world of growing political and economic disruption

During the last quarter of 2016 there was an increase in activity in some interim market sectors, which appears to have carried over into early 2017. There is talk amongst some businesses that the time for watching and waiting is over and regardless of the expected continued period of uncertainty, companies need to take hold of making the necessary changes to enable them to move forward and undertake the growth and opportunities available.

Or… is this another blip in interim activity soon to be followed by yet more market caution, uncertainty and hesitation?

What is certain is that change and uncertainty have become the new norm and will remain with us for at least the next few years whilst the world undergoes disruption, which some are referring to as the Worlds 4th Industrial Revolution. Sitting still and waiting for world stabilisation no longer seems to be a viable business option.

Global and domestic changes may well have significant impact on many business sectors that will need to respond to this by making their own internal changes, even if this is to retain existing business levels or avoid erosion.

Undoubtedly there will be many opportunities that will come with the significant changes that lay before us. Being nimble and building capability and flexibility into business models will be key to being able to manoeuvre through periods of sometimes radical and unexpected market changes and to grasp the opportunities that arise.

Political and economical changes will result from a number of foreseeable domestic and international situations which we may all have to work with -

• Brexit will cause substantial changes yet to be realised, but some can be considered and reactions to   these identified and planned

• New Free Trade agreements for Britain with larger overseas economies will produce market               opportunities which might require preparation, restructuring and added capability

•  A European slowdown is already happening and the uncertainty surrounding elections there will          accentuate this at least through 2017 and beyond, added to a widening question by some countries      about their own continued membership of the European Union, general financial instability and even a  possible collapse of the Union.

• The value of the Pound as well as the Euro and the US Dollar, will affect exporting and any increases    in the cost of purchasing products and materials may affect supply chains with a need to consider        alternatives.

Many companies may find the complexity and scale of such changes hard to deal with without help. Good interims who are over qualified and have done this before many times will be in demand.


With Thanks to Barry Allen

Interim Outlook by Barry Allen, an Interim CEO, COO, MD & Strategic Board Advisor 

Recruitment – Internal or External?

Picture the scene – a key member of your senior team has resigned and the situation can’t be turned round and you know you must replace – the dilemma is whether to “play it safe” and go with an internal promotion candidate or look externally.

In simple terms, internal promotion can be seen to encourage loyalty, build morale and send out a powerful message about career development prospects – assuming, of course, that the internal candidate has the rights sills and competences – but the drawback surrounds the missed opportunities of bringing someone new into the business.

Many companies are adept at creating internal pipelines of talent recognising the need to retain good people to give business continuity. And these businesses strive to offer people a career with vision of where their career may go within the company instead of having to leave to move upwards. Furthermore, the creation of continuous development opportunities for internal teams to ensure that home grown talent is always available sends out a strong and powerful message.

Some companies always promote from within first only bringing in new people at junior level. By doing this, they tend to have good retention at lower and middle levels and keep recruitment costs low. This tends to mean that people can rise from junior ranks fairly quickly before progression slows due to a mix of limited opportunities or their inability to progress any further.

Succession planning runs through the talent management process from recruitment to how employee performance is managed and building a culture of internal promotion makes a difference to an organisation and gives people aspirations. However, it is critical at this point that expectations are managed and also when an internal candidate is unsuccessful for a role, they deserve honest feedback so that they are able to re-evaluate their aspirations and re-set their goals based on reality. 

However, it is acknowledged that if the business is venturing into new markets or sectors, the likelihood is that the required skill set will not be available internally. Also, playing devil’s advocate there is a high amount of benefit to be gained by bringing in a fresh set of eyes with best practice knowledge and skills gained elsewhere. Rightly so, much is written to-day about the value of transferable skills and skills can transfer successfully between industries, sectors, markets and functions.

Whilst it could be perceived that external recruitment stifles the development of internal staff by cutting off potential promotion avenues, the counter argument is that promoting internal talent prevents the opportunity to inject fresh ideas into the business. Conversely, recruiting a manager from outside the business may mean that talent is unearthed in the business that the previous management structure had failed to identify or chose to overlook and new management gives these people new opportunities.

New blood into an organisation, specifically at senior level, brings new ideas, innovation, creativity, and different ways of working. It rarely comes without pain because it will also ruffle feathers, challenge the status quo, ask pertinent questions and shake people out of their comfort zone by getting people to up their game.

Business growth can also be a factor in the internal v external recruitment debate. Some employees are ideally suited to smaller businesses (invariably these are family based) and as the business grows and possibly the family influence begins to take a back seat, there is greater need for formalised management structures, process, procedure, controls and disciplines. Quite frankly, some people will find the growth transition uncomfortable and in simple terms, the business out grows the individual and a new/different skill set is required to drive the growth.

In these situations, bringing someone new to the table will bring much needed new ideas, freshness, energy and vision whilst challenging those that say “but we’ve always done it this way”.

If it comes down to cost, on paper external recruitment will cost more and external recruits will need to be given an on-boarding process to familiarise them with the business. However, over time the right candidate will be able to make a significant contribution and make a step change for the business through new methods of working, accountability and the identification of new opportunities.

Every business needs to manage the balance between internal and external recruitment but at senior level, sometimes it takes an outsider to come in and shake the tree.

Written by Adrian Berwick. 

Adrian is an experienced HR Professional who works exclusively with Macallam on the delivery of their Personal Career Transition Service

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Brexit and the Circular Economy

Having attended the RWM / Energy event last week, I was interested to update on latest developments with the Circular Economy, Energy from Waste and Recycling / Reprocessing / Waste sectors.   What became apparent is that whilst the UK is pushing to develop a circular economy there are huge opportunities in what is now becoming the Global Circular Economy.  This got me thinking.  Will Brexit (whatever Brexit means) have any impact on the objective of achieving a world where we reduce resources and extend the lifecycle of what we use and recycle as much as we can if we leave the EU?

For those unfamiliar with the terminology the circular economy is a modernised version of the old ‘reduce, re-use, recycle’ mantra with the objective of stripping out waste, streamlining supply chains and converting what we can into energy.  The market opportunity is huge and with the changes afoot the Global Circular Economy could be a $1 Trillion opportunity.  In the UK alone this could equate to £3-6 Billion and the creation of 50,000 jobs.  

All the respective sectors and businesses within those should all be contributing.  Ultimately we need to reduce the amount of waste going to landfill and I believe any businesses producing waste of any description has a duty to fulfil.  This then extends to the domestic world and peoples behaviours in their homes, buying habits in terms of purchasing what you need not what you think you need and everyone contributing to a less wasteful existence.  These behaviours are interchangeable as habits become the norm if practised often enough and what might be a move to reducing the weekly shopping bill at home can actually extend into achieving resource efficiency in business.

Education, Legislation and communication are key and it takes the leaders of business, Government (central and local) to push this down from above.  After all there are money making opportunities from the renewable sources of energy that can be created, the cost savings in reducing materials spend and reducing waste;  so why wouldn’t you?

It is more important than ever that we work together what with an ever increasing population, rising commodity and material prices and working through global supply chains to reduce firstly what’s purchased and then secondly what we send on a journey.  Making that process as efficient as possible is imperative in order to attain the goal.

What can be done when so much change is needed?  A start would be to ensure the best and right talent is being utilised to full effect.  Engaging experts in the field that can drive forward the agenda within companies seems to me to be a hugely important part of the achieving the goal.  Individuals without the distraction of day to day BAU that can push the difficult tasks and drive a cultural change within the business.  Additionally those responsible for the corporate social responsibility agendas in businesses have a great opportunity to drive a zero- waste and re-use culture which in turn will result in improved efficiencies and more profitable operations.   

There are of course many businesses now involved in the resource efficiency market from those involved in building and operating Energy from Waste plants, Recycling, Renewables and so on that are all running businesses and making profit from this. Waste has become a valuable resource and although we should all try to minimise it, it’s hugely important that it’s dealt with in the right way and in the right place.

The Waste sector has been driven by EU legislation for quite some time and it’s vital that the UK does not lose ground.  We need more progress.  Europe’s economy has created vast wealth in part attributable to the trend of improving and re-using resources.  Sub industries have grown and flourished and can go further across Europe and indeed globally.  It was in fact the UK that was an early adopter and leader in the EU of addressing environmental issues with the introduction of the Control of Pollutions Act 1974.  Whether or not Brexit will have any impact on this remains to be seen but it seems to me that as part of the mammoth task that lies ahead in terms of managing an exit (possible) from Europe, we need new legislation in place to reach our goal of attaining Zero waste businesses and ultimately cities to co-exist with the ensuing trade agreements that are going to follow.

Steven Wynne

For further discussions please contact Steven Wynne at steven.wynne@macallaminterim.com or telephone 01423 704155

Networking Tips

Networking isn’t just for the assignment search, when you’re coming to your contacts for an immediate payoff. Senior professionals need to make networking a part of their daily routine, not just an alarm they sound when it’s time to search for a new assignment.

Nevertheless, the move to an active assignment search is prime time to refresh your existing network, both online and off. The Internet has extended the reach and complexity of networking opportunities, but it hasn’t replaced the need for traditional human encounters. People need to know you, and you need to know people, to establish your credibility and get the inside scoop on new opportunities.

1. Navigating Your Network

Social networks like Facebook and LinkedIn haven't changed where you network so much as how.

Networking used to mean working the phones, attending industry events and trading business cards. It still does. But today you can augment and support those efforts with the click of a button in addition to the more traditional methods. 

LinkedIn is proving to be increasingly important so ensure your profile is a complete as possible and keep it up to date.

2. Alumni Networking Rules

Leverage your alumni association to find and win an assignment, but know the rules about what is and isn't fair play.

Alumni associations are a great jumping off point to networking, but it’s just the start. An Interim Manager seeking an assignment is still obligated to make a genuine connection before leveraging an alumni connection for a potential new assignment.

A simple introduction where you disclose that you’re available for your next assignment and just ask if they have any advice about the industry in general. A better way than a basic cold call would be to meet them through a mutual contact or via a regular alumni association networking event and start up a relationship from there.

3. Apply and Network in One Step

The next generation of job application software will let you see whom you already know at the company, so you can express your interest in helping a particular organisation and network at the same time.

There are many features from the leading automatic online job application software packages, and is being adopted by many HR departments. If you do submit your CV through these channels, you’ll be able to view potential connections between the organisation and your existing professional network.

They are able to link to your LinkedIn account to show you who in your network may be connected to someone at the organisation; that lets you follow up your application with an e-mail to a colleague to request a referral or set up an introduction to someone who can.

Referrals matter!  Studies have shown that more than 60 percent of jobs are filled through referrals. Employers fast-track job candidates who are recommended by current employees; statistically speaking, employee-referred hires prove to be better hires, have longer job tenures and therefore represent a far sounder investment on the part of employers.

4. The Interim Providers

You should be talking to all the relevant Interim providers that are likely to have assignments that are appropriate to your skill set and in the right sectors. If you haven’t always been successful through this route, it is a channel to market and should therefore be used as part of your networking activities.

IIM Interim Management Providers Survey 2016 and update

The Institute of Interim Managers (IIM) interim management providers survey is live. 

The survey closes 8th June with full results published on 7th July although this year, parts of the results are immediately available.    Here’s the link;

https://www.surveymonkey.co.uk/r/iim2016

Use your vote and have your say!

As you are probably already aware, we have updated our website and have improved the registration process with secure log in.  It would be worth visiting the website at www.macallaminterim.com to update your details and create a secure log in for future use / updates. 

Many have done so already and to those who have provided positive feedback - thank you.

Interim Management- a rewarding career choice

Companies are always looking to grow. They strive to increase revenue, improve efficiency and profitability and ensure they are best positioned to capitalise on changes in their markets.  This often drives the need for the engagement of an individual to guide the business through change and transformation. The demand therefore for help in the short term from someone to guide them through this continues to increase.

Traditionally, the image of a typical interim manager was that of an individual who was at the end of his/her career and he/she chose interim management in order to stretch his/her career further.

How the times have changed. Many career paths are now following the temporary and flexible working route as a career of choice. Interim provides more choice over work life balance and with new ways of working and the rise of social media it’s never been easier for an interim manager to raise and boost their profile.
According to multiple surveys what really appeals to today’s interim manager are new challenges and the opportunity to make a difference. Assignments are focussed on results and delivering real benefit to the organisation.  This in turn requires someone to provide objectivity to the Board and doesn’t allow nor does it need time spent on company politics.

A career as an Interim Manager isn’t for the faint hearted.  It requires a particular mind set and a determination and focus to get results.  This is usually refreshing to the organisation and provides a platform to help move their business forward.

Whilst the rewards and benefits are appealing and the barriers to entry relatively low, there is little point embarking on this career choice if you prefer the status quo.  Macallam Interim ensures the success of our placements by matching personalities with cultures, and goals with capabilities to create sustainable and mutually beneficial relationships.

To discuss an immediate business need or for more information on how an Interim Manager can help you, please call us on 01423 704153 or email enquiries@macallaminterim.com

Interim Management market sees steady demand

2013 has been an interesting year.  We are definitely seeing an increased appetite for kick starting projects or change programmes that had been on the back burner with a real push in the last half of 2013.  Our clients are keen to engage with highly professional Interim Executives who can help drive change programmes forward.

The latest Ipsos MORI IMA (Interim management Association) survey (Q3 2013) completed by all IMA members is showing encouraging news in that the figures are showing stabilised growth for the sector and member firms are  maintaining current levels.  

Interestingly the findings show the most common reason for an assignment remains Programme/Project Management with 62% of all interim executives hired for this purpose (up 6 percentage points from 56% in Q2 2013)  although this could be used to badge a variety of assignment needs.

Turnaround/Crisis Management has increased 1 percentage points to 12% (11% in Q2 2013) which seems to fit with what we are seeing.  The private sector still accounts for the largest proportion of assignments at 60% although down 5 percentage points from the previous quarter.  The Financial Services sector continues to lead the private sector with 45% of all assignments being from this sector. However, this sector has declined compared to Q2 2013 (59%). The other leading sectors are Business Services with an 11% share, IT & Telecommunications with a 7% share and Manufacturing with a 6% share this quarter.  The public sector has grown its share from 35% in Q2 2013 to 40% in Q3 2013.

Female Interim Executives are accounting for 36 per cent of Assignments – a figure that continues to increase, and the highest recorded since 2010.

It would appear that the changing landscape of the market continues and although client briefs are sometimes quite tight and their requirements quite prescriptive, the good news is that they are engaging someone to work with them with a realisation that the added value, deliverables and ROI are proving to make a worthy investment.

Steven Wynne

Managing Director

Macallam Interim

e: enquiries@macallaminterim.com

T: 01423 704153

W: www.macallaminterim.com 

Top 10 CV Do’s & Don’ts

A Curriculum Vitae is an essential marketing tool and getting a meeting can depend on how good your CV is. The way you present your CV can have an overwhelming influence over whether your CV is even read, let alone get a meeting. You need to consider what to include, how much detail is needed and how to make your CV stand out from others.

Do...

1. Construct your CV with your prospective client in mind. Look at the assignment advert or specification and think about what the assignment involves, and what the client needs. Find out about the client, culture, operating style and make your experience relevant.
2. Tailor your CV to the assignment. Your CV shouldn't be your life story but should be tailored for the assignment you're applying for, focusing on the aspects that are important for that role. 
3. Make it clear and tidy. Check your spelling and grammar and read it through carefully. It’s amazing how many CV’s have spelling mistakes in them.
4. Place the important information up-front. Put experience and education achievements in reverse chronological order. Include experience and interests that might be of use to the client: IT skills, voluntary work, foreign language competency, driving skills, leisure interests that demonstrate team skills and organisation/leadership skills. 
5. Quote concrete outcomes to support your claims. For example, ‘This reduced the development time from 7 to 3 days’ or ‘This revolutionised the company’s internal structure which led to a reduction in overheads from £2.3million to £1.7m per year’. 

Don’t...

1. Include information which may be viewed negatively – failed exams, divorces, failed business ventures, reasons for leaving an assignment. Don’t give the interviewer any reason to not include you. 
2. Make your CV more than three pages long. You can free up space by leaving out or editing information that is less important. For example, you do not need to include referees or include a detailed account all of the assignments you have held since school. Place more emphasis and detail on the recent and most relevant ones. Add details about your most recent qualifications, which are more relevant, but summarize the rest. 
3. Dilute your important messages. Don’t bother with a list of schools you attended or a long list of hobbies. Such things like this and school grades can be summarised. Concentrate on demonstrating the skills they require, what you have achieved and what benefits your clients have gained from your work. 
4. Use jargon, acronyms, technical terms - unless essential. 
5. Lie – In this era of the “Information economy” people and clients have many ways of checking what you say is true, and may dismiss you from the process or at worst employment if they find this is untrue.