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.

Interim Management Market Trends

As we enter Q2 of 2013 how is the landscape of the interim market looking?  My view is not too bad but am getting  mixed views from others.  The climate continues to be challenging but there are green shoots appearing from a  number of areas.  Business or contract turnaround, restructuring, projects / programme management  and finance  continue to be busy but also seeing more demand for strategic business development for organisations both in the  UK and internationally.  We are seeing an increase with our clients looking to grow and require strategic input to  help move the business forward and drive the change programmes that will ultimately transform their  organisations. 

The latest Ipsos MORI  (IMA membership audit)  results confirm that special projects accounted for the largest  proportion of interim assignments in 2012 with programme / project management the highest cited reason for the  assignment at 35%. This doesn't come as any surprise as 'special projects' can cover a multitude of scenarios and  span all of the functional areas of a business.  Finance follows closely as a functional discipline   ( this will include  turnaround and restructuring from a finance focus) and we have certainly been busy through 2012 and into 2013  with finance assignments.

Engagement of interim executives remains highest  in the private sector with 64% of assignments completed   compared to the public sector with usage running at 64% with Banking and finance accounting for the highest  percentage of this at 47%.

The average length of assignment is 175 (billable days) but with almost one third lasting between 60 - 120 days.   This doesn't really tell us a lot as each assignment should be treated on a case by case basis but useful information  all the same.

The split between male and female interims is roughly two thirds to one third in favour of males but this will of  course fluctuate on a quarterly basis.  We have  experienced an increase in female interims on assignment.

The interim proposition continues to provide a flexible resourcing solution although the economy continues to  have its ups and downs and is likely to do so for some time yet, with companies recognising that this is often the  most successful and  cost effective route to solve an immediate business critical problem or help them with  projects etc.  There are of course the ongoing threats from new entrants to the market, indecision, and pressure  from the Government over recent months, but one thing remains certain and that is a continuing need for  businesses to engage highly skilled, focussed, results driven executives to spearhead change and drive  transformation programmes. 

By Steven Wynne

The Interim Management sector and the Budget

The budget appears to be OK for business but what does it mean for the interim management sector?  Following the Governments U-turn and decision to abandon the ‘controlling person’ proposals recently, most involved in the interim management world were expecting IR35 to feature in the budget.  All we saw was a brief mention with a reference that ‘office holders’ will be affected by IR35.  The main budget document briefly states that ”as announced in the Autumn Statement 2012, the Government will make a small amendment to the existing IR35 provisions to equalise the tax and NICs treatment of office holders, and put beyond doubt that the legislation applies to office holders for tax purposes” (2.192 of the Red Book).

It’s not much to go on and there doesn’t appear to be a legal definition of what an ‘office holder’ actually is.  There is a judicial definition of ‘office’ that is referred to in HMRC’s status manual that states it’s a  “permanent, substantive position which had an existence independent from the person who filled it, which went on and was filled in succession by successive holders.”

That’s all well and good but I still don’t see that this should affect Interim Executives operating through a limited company.  When an organisation engages an interim executive to deliver a specific set of objectives or project for a short period of time with the agreement and expectation the individual will exit once the agreed objectives have been delivered, then this is not a permanent role, should not be on payroll and not treated by HMRC as if it were.

Perhaps clarity on timescales is a better way of dealing with those that are abusing a loophole rather than labelling them as if they were a long term ‘office holder’.  Encouragement should be given to those that can help businesses on the road to recovery through short term help.

We seem to be in a similar place when ‘controlling person’ was being debated but just a different terminology.  If IR35 legislation is amended to include limited company contractors acting as ‘office holders’ (Treasury guidelines state that ‘office holders’ are senior personnel occupying specific position at Director level), surely this can’t include those who are ‘office holders’ of their own company?

It doesn’t do much to help rejuvenate an already fragile economy.  Organisations in both private and public sectors can gain some real value in a short period of time through the engagement of an interim executive where a permanent appointment might not be necessary or in the budget.  As a result they might well be in a better position to invest in growth / product launches, contracts, M&A etc. which in turn creates more opportunity and jobs.  Surely we need to continue developing and building the interim management market beyond the £1.5B it is worth today and encourage more talented individuals to a career where they impart their extensive skills and experience on organisations in need of change.   We don’t need to risk losing new entrants (serious about embarking on a career as an interim) or the experienced practitioners either into permanent roles, retirement or worst still, overseas. 

By Steven Wynne

The definition of an interim

As we enter 2013 and adjust to what is a new landscape of the interim market, there are varying views and interpretations of what an interim manager actually is / does.  For the avoidance of doubt the Wikipedia definition is as follows, Interim management is the temporary provision of management resources and skills. Interim management can be seen as the short-term assignment of a proven heavyweight interim executive manager to manage a period of transition, crisis or change within an organization. In this situation, a permanent role may be unnecessary or impossible to find on short notice. Additionally, there may be nobody internally who is suitable for, or available to take up, the position in question.

This sums up the definition rather succinctly and reflects the nature of the interim market. There are however, an increasing number of new entrants to the market with no intention of pursuing a career as an executive interim manger but merely adopting the title of ‘interim x’ to tap into what is an established market for a short period until they find a ‘permanent role’.  The interim market consists of a relatively small population of executives specialising in change, transformation, restructuring, turnaround, programme management or to fill a gap in the leadership team with the intention of moving on to the next assignment once the agreed objectives have been delivered.

Although fundamentally there is nothing wrong with this new breed and there is demand, it is putting pressure on the true interim market and causing indecision due to the fact that it’s fuelling a what else is out there and at how much scenario.   As anyone involved in the market knows, this is of course a false economy.  The risk is much greater with someone who is not of the right mindset with no focus on delivery but rather taking the chance of it opening the door for a longer term stay.

Businesses in need of help aren’t too fussed about what label is given to the candidates we recommend.  The problem ensues when lower level operators start adopting the terminology incorrectly when a phrase such as ‘temporary x’ might be more appropriate to make the distinction.   Interim is a recognised description for someone working in the fashion akin to the Wikipedia definition and presents an understanding for all parties.  It is understood the individual will work through the appropriate vehicle (limited company, PI insurance etc.) and won’t demand lengthy notice periods, pay offs or employee Terms & Conditions etc.  

It is therefore no wonder that many people are confused with so many permutations at what actually constitutes the definition of an interim.  One thing remains certain though and that’s the continuing demand for true interim executives who will add value, drive change, deliver and leave a legacy in organisations without a hidden agenda.

By Steven Wynne

Interim Managers as part of talent mapping?

Having been an interim provider for a long time you can see the shift in the market in terms of competition for assignments and nervousness from clients. There will always be new entrants to the market consisting of those that have made the decision to embark on a career as an executive interim and long may that continue. During the challenging economic times we have experienced a new breed emerging consisting of those that are fundamentally ‘in betweeners’ – those that are searching for a permanent position but who throw their hat in the ring for interim assignments (some of whom do become career interims whilst others adopt the label whilst visiting!). Another increasing community is made up of people with a niche skill set who are forging an interim career much earlier than the norm and want to step off the corporate ladder for a variety of reasons. This increased competition is forcing some established interims into re-thinking their modus operandi.

This does actually serve clients well as they are able to select from much more choice and is fuelling the increasing preference for the engagement of a flexible and results driven focus of an interim manager. This is driving additional demand as they might not have the budget for a permanent appointment. There is also the acknowledgement that for immediate business critical situations often an interim is the only solution. This in turn is coupled by the new breed’s preference to work on a more flexible arrangement. Research is indicating the rate of growth in ‘temporary’ workers will be three to four times the growth rate among traditional workforces, and that they eventually will make up about 25% of the global workforce, although these figures are likely to be more representative of lower level ‘contractors’.

There are a number of reasons for this. Firstly securing a permanent role is still proving to be tough and the process is taking longer. Some people are finding themselves ‘forced’ down the interim route but many are choosing interim as a lifestyle choice and are selecting to add value to different organisations on a short term basis. Some career interims are seeking better work/life balance; some are fed up with corporate politics and others want to build their own careers by choosing the kind of work or projects that utilise a unique set of skills, making them more desirable for future assignments and thus carve a niche for the work they do. This does of course expose interims to a wide variety of demanding and challenging situations whether focussed on change, turnaround, restructuring or project / programme management and in turn creates even more of an attractive proposition to clients as they come to the table with extensive and relevant experience.

We have had several discussions in the last few months with clients who are ‘planning’ to engage interims to fulfil a particular project, integration, transformation etc. This is a far cry from the more common theme of ‘we have a problem and need someone immediately’.

Fundamentally there is no problem in planning to engage an interim but should there be more thought in the ‘planning’? It still feels as though an increasing number of organisations that are ‘planning’ the engagement of interims are still doing so in an ad-hoc fashion. There is also the nervousness surrounding the engagement in the first place which of course, should be alleviated through the flexibility and added value the interim brings. Therefore shouldn’t organisations be incorporating interim managers into their talent mapping strategies?

This could ensure the best possible fit for the organisation and allow more time to select and engage the right individual for the business. It also opens up the discussion to those that are on assignment who ordinarily would have been excluded from the process but might have concluded in time to commence the new one. This extends the talent pool. There have also been instances when the mandate is put out to several providers thus creating a race which inevitably leads to corners being cut and ultimately too much choice for the client. This tends to lead to indecision as a result of an extended shortlist and often elongated process involving numerous stakeholders thus making it difficult to make a decision.

Businesses constantly evolve and change and as such need to flex their resourcing accordingly. Surely the best way of working for all parties is to partner with a trusted provider that understands the client’s needs, can help achieve their short and long term business strategy, improve performance, manage costs and build a pipeline of talent.

After all, there will always be crisis situations requiring an immediate engagement and I suppose that takes us right back to where we started!

Wishing you all a very Happy Christmas and a healthy and successful 2013.

For more information about how Macallam Interim can help please contact Steven Wynne 01423 704153 for a confidential discussion.

By Steven Wynne

Has the Interim market really changed?

I don’t want to harp on about the challenging economic times, some businesses being in a zombie state or that some are finding it generally tough but one has to ask the question…

There are enough people talking it down.  However, competition for assignments has always been tough, there have always been assignments that don’t cross the line due to internal appointments etc. and clients are increasingly looking for value, delivery and ROI – haven’t they always?

Many have a story with negative ramifications but the more people continue to bang the ‘doom and gloom’ drum the longer it will take to gain some traction in some sectors.   We have to accept there are both positives and obvious challenges in what has become the new ‘norm’.  We can adjust and accept how things are or use up lots of energy and time being nostalgic.  After all with risk aversion and general nervousness causing stagnation in some areas shouldn’t everyone be talking the market up and devising innovative solutions?

It could be argued the landscape of the interim market has changed.  I do see  new types of opportunity that require niche skills and expertise to deliver and this is resulting in a new breed of interim entering the market.  What is in abundance though is that organisations are turning to us to source Interims to drive Change and want to engage those with specialist skills in business transformation, business improvement, projects and strategy. 

The interim market is being challenged from many directions.  The economy on one hand, risk aversion on the other and there are still the ‘in betweeners’ who continue to make selling the proposition harder than it should be both for Interims and ISP’s.  There are factors that remain constant such as a clients ROI, driving value from all elements of the supply chain, transformation of the business and recovering failing or stalled projects culminating in the engagement of an interim.  The market continues to grow so there would seem to be enough businesses with enough issues or area for improvement for which they require help.

The UK climate is tempting some with relevant expertise to work overseas and we are experiencing strong growth in international assignments.   Equally some are electing to step out of the market and go back in to the corporate world but I think many of these are turning into ‘long term’ assignments.  This in turn is creating opportunities as those individuals have a clear understanding of the interim proposition.

There is significant value to be gained by organisations engaging the services of Executive Interims to deliver on specific objectives for a defined period of time.  Those involved in the market; interims, clients or ISP’s need to remember what the interim management proposition is and not lose sight of this. It should after all be regarded as an investment rather than a cost for which there will be value and ROI.

The Wikipedia definition of Interim management is the temporary provision of management resources and skills. Interim management can be seen as the short-term assignment of a proven heavyweight interim executive manager to manage a period of transition, crisis or change within an organization. In this situation, a permanent role may be unnecessary or impossible to find on short notice. Additionally, there may be nobody internally who is suitable for, or available to take up, the position in question.

Has anything changed?

By Steven Wynne

Interim Managers increasingly used to drive change

With businesses needing to implement growth strategies or commence work on major change programmes – but all senior team members being fully committed and financial constraints dictate that a permanent executive can’t be appointed to lead on the project, it is fuelling increased demand for interims who are adding significant value through the flexibility, task oriented and focus on delivery approach they offer.

The latest quarter results from the Ipsos MORI survey (completed by IMA members) indicate the highest reason cited for the need for an assignment remains Programme/Project Management, with almost a third of all interim executives hired for this purpose.  This is closely followed by Change/ Transition management with c 20 per cent of all assignments.

Another interesting finding was the continued trend of increasing enquiries received by each provider participating in the Q2 survey 2012. This saw a substantial increase compared to previous quarters and would confirm the thoughts on the market currently that activity levels continue to grow.

The latest economic news stating that we are going to continue to be in this challenging economic climate for some time yet would lead to a sensible conclusion that organisations can’t keep waiting for much longer.  Businesses need to transform to align people, process and technology.  Many organisations don’t have the internal capability to drive change programmes forward and as such try to redeploy their existing leadership teams thus putting pressure on other parts of the business.  With a failure rate as high as 70% on change programmes, many businesses struggle to implement the necessary changes that will ultimately transform their business.  This coupled with some businesses losing ground or at best stagnating should embrace the opportunity of engaging an interim to drive their business forward in preparation for the eventual economic upturn.

By Steven Wynne