What started as a drip is now a torrent.....

Several weeks ago we noticed a slight increase of CVs from executives wanting to become interim managers. Today, that number has multiplied several times over as senior executives exit the permanent workplace as a result of redundancy or re-organisation programmes and then decide to enter the interim market place.

On one hand this is good for company’s such as ourselves as it refreshes the ‘interim gene pool’ however we know from past experience that it also brings about a few issues particularly as some of this new talent tend to use interim management as a stop gap back to the permanent work place. At Aster, our rigorous selection process will weed out most of these ‘part-time’ interim managers but I think more worryingly the trend reflects the general turn down in the economy.

Because everyone fully expects the interim management market to remain buoyant it is at times like these that interim management providers get swamped with applications from candidates for professional interim vacancies.

Are some disciplines saturated with Interim Managers?

Paul Wilson believes that the supply of certain types of interim managers outstrips demand in some disciplines.

Each week the credit crunch and poor economic trading conditions continue I am forecasting we will get applications from more individuals wanting to become career interim managers. Redundancy, re-deployment and general dissatisfaction with permanent careers are often the catalysts for executives deciding to become interim managers. What might be considered to be the start of a bright new adventure I fear will result in disillusionment and heartache for some? I am concerned that there are several disciplines which are saturated with interim managers at present and some budding interims are going to be disappointed as they are likely to be at the back of a very long queue.

I am thinking in particular of the disciplines of HR, General Management, Management Consultancy and IT Consultancy. In my opinion there are just too many people trying to get in on the act in these disciplines and too few genuine interim management opportunities to keep all interested applicants satisfied. I think it will become vital that particularly new interim managers are able to differentiate themselves from others by having a second string to their bow or by being able to offer potential clients something different.

UK Manufacturing sector turning to specialist Change Managers

We are seeing growing evidence that the UK manufacturing sector are using interim change managers to improve their performance.

I have personally visited a number of companies in recent weeks which have made the concious decision to use specialist change managers to bring about change in their existing working practises.

We are currently engaged on a number of projects with clients, mainly in operations, to introduce philosophies such as lean manufacturing and busniess process re-engineering. I think this trend will continue as companies put on temporary hold their permanent recuitment decisions due to the uncertain business climate. As a result, specialist Interim Management providers like ourselves which focus on the manufacturing sector, should be able to fill the void will well qualified, interim change managers.

Are employers changing recruitment policies?

I have read a number of articles in the past few weeks identifying the possible changing recruitment habits of some employers. The uncertainty in the stock markets, fuel price movement and the relatively weak pound against other currencies would appear to be causing employers to think twice about recruiting permanent executives in some cases. Perhaps they are playing a waiting game and are turning to contractors and interim managers to plug the skills gap until such time as the way ahead becomes more predictable.

This could a blessing in disguise for the interim management sector although I am a little too old in the tooth to get excited too quickly. We have seen no evidence of this trend as yet but we have seen an influx of first time interim managers registering with us as a result of changing career aspirations and increased corporate redundancy programmes.

We mainly supply the manufacturing sector with interim managers and the demand is still consistently buoyant but with no spike in extra demand as a result of changing recruitment policies as yet. Rest assured we will keep you informed if it materialises.

Interim Providers must work harder…..

Paul Wilson, Managing Director of Aster Interim Solutions believes that interim management providers need to work harder on their marketing skills for the sake of their sector as a whole in order to take full advantage of this expanding market.

He states “I often attend networking events/meetings and I am regularly asked what my company does. There tends to be a respectful silence when I state “We provide interim managers”. Indeed even senior executives of companies ask, “What is interim management”. I get asked the question so often that it has caused me both embarrassment and caused me to re-consider our marketing policy and how best to approach our potential customers.

All statistical evidence points at a growing interim market sector where skilled senior interim executives are making a significant difference to client businesses the length and breath of our land, yet this growth seems to be coming in spite of the relevant immaturity of the interim management sector. Imagine what could be achieved if we were able to get our message across to the senior executives of the majority of the UK’s companies”.

Wilson continues, “We have cause to re-examine our marketing strategy. However I believe the onus is on our industry as a whole to make this sector more ‘visible’ to its potential clients. Some interim providers/organisations have already shown the way forward with their award schemes, training courses, strategic alliances with and sponsorship of trade organisations, but I still believe we need to ‘shout our message’ out louder.

We need to connect more with business at their embryonic stages, make relationships with business schools and offer the venture capital market place something other than just a financial skills service.

Our own company has partnered with the Cranfield Management Association from the Cranfield School of Management in an effort to increase awareness of interim management as both a career option and a service. However, this is just the beginning and we intend to increase brand awareness over the coming months with a number of marketing initiatives designed to appeal to the mass market.

Watch this space!

Paul Wilson Managing Director Aster Interim Solutions Ltd - Interim Management