Highlyskilled interim managers are a popular choice for carrying out short-term topmanagement level assignments in all professions from HR to finance. But why areinterims favoured over a permanent solution? Liz Simpson reportsImagine a situation where your organisation’s finance director leavesunexpectedly and you need someone to fill their shoes while you look for apermanent replacement. Or a sudden change in strategic focus has highlightedthe need for a senior executive to head up a new, time-sensitive project, andno-one in the company has the requisite experience. In many scenarios, day-to-day business in today’s fast-paced marketplacecannot wait while you track down the perfect, permanent candidate. Andsometimes that time and expense isn’t the right solution anyway – which iswhere an interim executive comes in. As Digby Jones, director general of the CBI says: “To adapt tofast-changing market conditions, companies have to be nimble and that meansadopting a more flexible approach to HR. Interim management can play animportant role in strategic resourcing, allowing companies to implement change,cover unexpected absences, manage particular projects and offer a helping handin a time of crisis.” The concept of interim management should not be confused with temping orcontingency search. “Think of David James, whose ‘interim’ spell trying tosalvage something from the UK’s Millennium Dome fiasco has helped our industryby flagging up the concept of putting someone in charge for a fixed period tobring about change,” says Martin Wood of BIE – a specialist ‘headrenting’(as opposed to headhunting) firm, which, since the early 1990s, has placedinterim executives in many European countries as well as Australia, India, Singaporeand the US. “Up to 2,000 assignments a year require interim individuals operatingat board level or one layer below. Half of these are covered by executives newto this kind of career,” continues Wood. “These are people who have the competency profile to hit the groundrunning, be immediately credible and have the experience to achieve aclearly-defined and measurable set of strategic objectives. They are notmanagement consultants; they are not brought in to advise, but to get theirhands dirty, staying on average six to nine months per assignment,” headds. According to specialist Russam GMS, whose clients range from British Gypsumto Zurich Financial Services, the size of the UK market for interims is around£5bn (around $7.3bn), growing at just over 10 per cent a year. In the US, experts report a 25 per cent annual growth rate and a potentialvalue of $1bn for the temporary placement of board level interims. Driving thetrend are talented executives whose skills will always be in demand and who wantto blend work with lifestyle issues , allowing them to undertake a nine-monthassignment and then take the next three months off. Plus, the new world of work has seen stakeholders require businesses toachieve even greater efficiencies, breaking down large initiatives intodiscrete, concurrent projects with specific timeframes. This is highlycompatible with engaging project-oriented individuals who don’t require aseverance package, pension rights or handholding when it’s time for them toleave. Of course, top talent doesn’t come cheap and an interim solution is noexception. Tom Friel is the Silicon Valley-based president of Heidrick &Struggles Ventures, which has recently launched a global interim managementservice. Demand has grown steadily over the past five years, predominantly inthe UK, Germany, France and Australia as well as in the US. Friel says: “One model that a number of US firms use to calculate thecost of an interim is 1 per cent per day of the annual compensation package forthe position that the interim is holding. Others quote between 1.5 and twotimes the expected annual salary. Just remember that an interim doesn’t requirethe company to make contributions to a pension scheme, pay for holidays or sickleave or any executive perks.” Some companies do go it alone and hire an interim directly, thereby savingthe 25-33 per cent agency fee. But few recommend this course of action. Chloe Watts, who heads the Interim Practice at specialist UK HR search andselection firm Courtenay HR, says the only occasion she could envisage when aninterim doesn’t work out is when a client chooses not to use a third partyprovider. “As experts in the interim market we understand the differentskill sets these kinds of executives need to successfully complete a project,such as professional maturity and credibility. “When interims walk into an organisation they don’t have long to makean impact. They need to be comfortable with changing priorities and, whileunderstanding the politics of the organisation, have a knack of not gettinginvolved.” A professional provider will also ensure that areas such as tax liabilityand intellectual property issues are agreed upon before the interim begins theassignment. Hiring an interim executive differs from traditional forms of recruiting inmany ways – not least being that a good third party provider can often meet aclient’s needs in a matter of days. When asked for one key piece of advice forselecting an interim to work for your company, Martin Wood of BIE suggests:”When meeting candidates, think of it less as an interview, and more likean audition. Your concerns should be around proven methodology and process.Once you’ve outlined the details of the task, you need to seek proof that thecandidate has done this kind of thing before. “It’s not a question of how many degrees or other qualifications aninterim has – more their experience of handling very specific situations. Whatyou look for is someone who will be effective from day one.” Chloe Watts, of Courtenay HR’s Interim Practice, offers the following advicefor making the most of your relationship with interim management providers: – Challenge the interim provider on their service. How do they source andverify the credentials of candidates in their networks? – Work with individual consultants on understanding your business andculture to help them respond with “best fit” candidates – Have well-formed outcomes so you can say, “In three months I expectx, y and z to have happened” – Agree terms (covering issues such as non-disclosure agreements andintellectual property) prior to commencing a search to avoid potentialmisunderstandings – Feedback promptly after meeting candidates as turnaround times are quickfor experienced interims – Communicate regularly during the assignment and debrief the provider whenit ends so they can tailor their service to your ongoing needs. Case history: Managers’ bonuses are cut if they cannot lead effectivelyIt isn’t lifestyle issues that keep DavidKitchen happy not having a permanent job. After all, this 60-year old HRveteran has worked virtually non-stop as an interim executive for the past 10years. It’s the continuing professional challenge of working in differentindustry sectors for a variety of companies that appeals to him. “As a member of the Institute of Personnel and DevelopmentI need to have an ongoing record of professional development, which I think ismore difficult to fulfil when working for one company,” says Kitchen, whoturned to interim work in 1991 when he found it was easier to come by than apermanent position.Kitchen’s international change management experience was calledupon to integrate various European operations when global engineering giantCharter acquired Howden in 1997. During the one-year project four sites had tobe closed – involving large-scale redeployment, recruiting and retraininginitiatives – which required Kitchen to work closely with the Howden EuropeanWorks Council and local unions.Following Kitchen’s success, the company – which had largelydevolved the HR function to line managers – saw the need to appoint a permanentHR director to continue developing the various systems Kitchen had initiated.Apart from the reward of fresh challenges, Kitchen findsinterim work quite lucrative. He earns around £1,000 a day (approximately$1,455) – sometimes more. “A good rule of thumb is to divide your lastpermanent salary by 100, given that you may be on assignment for half of theaverage 200 working days a year. The agency you are working through willinvoice the client, adding their fee on top of that,” says Kitchen. He adds: “My longest period between jobs was three months,back in 1995, after I completed a 22-month long assignment. I’d been out of themarket so long that my name wasn’t as well-known as it had been previously.”However, there are downsides to this kind of employment.Kitchen points out that new Inland Revenue regulations in the UK mean, despitehaving set himself up as a limited company, his fees are now taxed as salaryand he can no longer take the money as a dividend. Plus, he is liable for bothindividual and employer’s National Insurance contributions – even though he isone and the same person.One thing Kitchen would like to see changed, which somecompanies are now beginning to address, is the chance for interims to receivebonus pay. “More than anyone else an interim is judged by deliverables,yet we are not eligible for the rewards accorded to members of a company incentivescheme,” he says.However, the advantages definitely outweigh the disadvantages,according to Kitchen. “For one thing, being independent allows you to stayaloof from the minor politics that go on in business life,” he adds. I hadto be part of that for 25 years and, believe me, I don’t miss it.”Further informationwww.europeaninternet.comwww.watsonwyatt.comwww.pwcglobal.comwww.wmmercer.comwww.fedee.com An interim solution?On 1 Feb 2002 in Personnel Today Comments are closed. Previous Article Next Article Related posts:No related photos.
By Dialogo July 15, 2011 The aeronautical pentathlon is composed of one flying competition and six athletic ones: shooting, fencing, swimming, basketball, obstacle course, and orienteering. In the flying competition, the competitor acts as navigator. He receives an aerial map indicating points on a pre-determined terrain that should be flown over in accordance with a planned timetable. The challenge is to obtain the greatest number of points, adding together all scoring instances from take-off to landing. The shooting competition last forty minutes, and the shooter must be ten meters away from the target. Each athlete will fire twenty compressed-air shots. The swimming competition is 100 meters, 50 meters without obstacles and another 50 meters with three obstacles. After the first 50 meters, the athlete must leave the pool and reenter it. He must then swim underwater beneath two rafts, each four meters in length, floating in the water. The fencing competition is conducted on the basis of epée duels in a single pool, in which all the athletes compete against one another. The duration of the match is two minutes. The objective is to hit the rival three times. In the basketball competition, there are four exercises. In the first, the athlete must dribble the ball while following a route across the court, moving around barriers previously placed there. In the second, he must throw five balls previously placed 1.8 meters apart at a distance of 4.6 meters from the basket. In the third, he needs to score the highest number of points in thirty seconds, throwing the ball from the free throw line. In the fourth, he has to make twenty free throws in a four-minute period in the following order: ten direct throws using the backboard and ten direct throws without the backboard. The obstacle course is 300 to 400 meters long and has between ten and twelve obstacles. The terrain is irregular, with the possibility of hills to go up and down. Finally, the athlete participates in an orienteering competition, in which he has to pass through all the control points marked on the terrain in the least possible time. He will have the assistance of a map and a compass.
RUSH COUNTY, Ind. — The Rush County Sheriff’s Department is getting two new K9 officers, and students at Rush Elementary helped raise money during Read Across America Week.The Sheriff’s Department had a goal of $45,000, and after the school’s fundraising effort, there is now less than $6,000 to raise.The rest of the money needs to be raised by May, and the Sheriff’s Department says the K9 department is funded only by donations.No taxpayer money goes into the program.If you would like to donate you can contact the Sheriff’s Department at 765-932-2931.
The Coral Gables police department is currently searching for information on the theft of one of their police cruisers after it was stolen from an officer’s home and then abandoned under an interstate 95 overpass.Officials believe the theft happened either overnight Sunday or sometime early Monday morning.The stolen vehicle was located later Monday morning by another officer under the Interstate 95 overpass at Northwest 77th Street.While no weapons were stolen from the cruiser, officials say the thief did rummage through the vehicle and that the back window had been smashed.If you have any information about the theft you are asked to contact Coral Gables police at 305-442-1600.
Facebook0Tweet0Pin0Submitted by Westport WineryWestport Winery earned six medals at the fourth annual Great Northwest Invitational wine competition on October 5 and 6 in Hood River, Oregon. Their multi-platinum winning Swimmer Petite Sirah scored a gold medal at this exclusive event, which is fitting since Dana Roberts the director of winemaking, is on the label as a youth. A portion of the proceeds from this wine benefits Grays Harbor Children’s Advocacy Center. The 2014 vintage was harvested at Olsen Estates in the Columbia Valley AVA near Benton City.Westport earned three silver medals as well. Charterboat Chicks Cabernet Sauvignon is crafted with grapes from Mays Discovery Vineyard located in the Horse Heaven Hills AVA. This wine benefits the Westport Charterboat Association. Jetty Cat is a blend of Cabernet Franc, Cabernet Sauvignon, Syrah, Merlot and Malbec. Some proceeds from this wine are donated to the Harbor Association of Volunteers for Animals (HAVA). The winery’s 2015 Message In A Bottle is a rosé of Sangiovese crafted with grapes harvested at Red Willow Vineyard in the Yakima Valley AVA. This wine offers support to the West Coast Search Dogs of Washington. Westport Winery’s Smokey Nor’westerBronze medals were awarded to Smoky Nor’wester and Surfer Syrah. These wines benefit Museum of the North Beach and South Beach EMS, respectively.To date Westport Winery, founded by the Roberts family in 2008, has earned over 300 medals in national and international competitions. With this acclaim, the family has been able to donate over $300,000 to nearly 40 local charities. All of these wines are available for tasting daily at either of their two locations.Westport Winery Garden Resort, is located on the corner of Highway 105 and South Arbor Road halfway between Aberdeen and Westport. The resort (including the restaurant, bakery, nursery and gardens) is open daily, offering lunch and dinner from 11 a.m. to 7 p.m. Westport Winery TASTING @ Cannon Beach, is located at 255 N. Hemlock. This tasting room is open daily from 11 a.m. to 6 p.m.Westport Winery was named 2011 Washington Winery to Watch by Wine Press Northwest. They have been voted Best Winery by King 5 Evening Magazine six times. They were named the Best Washington Family Business Silver Medal winners in 2012, received the Grays Harbor Environmental Stewardship Award in 2015, and were name Best Winery, Best Wine Shop, and Best Boutique Winery for 2016 by South Sound Magazine.
Arsenal are back in the top-four conversation thanks to their imposing form at the Emirates but one question tracks them into the derby – can they do it on a mild Saturday lunchtime at Wembley? The disparity between their home and away records has been hard to explain but they will travel in the hope of exploiting a sudden wobble from their rivals. In less than a week, Spurs have gone from title contenders to glancing nervously over their shoulders. There’s a word for that, somewhere. David HytnerSaturday 12.30pm Sky Sports PLVenue WembleyLast season Tottenham 1 Arsenal 0Referee Anthony TaylorThis season G24 Y76 R0 3.16 cards/gameOdds H Evs A 12-5 D 11-4TOTTENHAMSubs from Gazzaniga, Vorm, Trippier, Walker-Peters, Davies, Foyth, Skipp,Lamela, Lucas, Llorente, JanssenDoubtful Vertonghen, Winks (both hip)Injured Alli (hamstring, 5 Mar), Dier (tonsilitis, 5 Mar)Suspended NoneDiscipline Y39 R1Form WWWWLLLeading scorer Kane 15ARSENALSubs from Cech, Lichtsteiner, Jenkinson, Kolasinac, Mavropanos, Guendouzi, Elneny, Ramsey, Suárez, Özil, Nketiah, AubameyangDoubtful Koscielny (knee), Lichtsteiner (back), Maitland-Niles (illness)Injured Welbeck (ankle, Aug), Holding (knee, Aug), Bellerín (knee, Aug)Suspended NoneDiscipline Y48 R0Form WWLWWWLeading scorer Aubameyang 16 4 Alderweireld Possession ARS TOT 14 Aubameyang 6 Sanchez 3 4 34 Xhaka Corners 29 Guendouzi 10 Kane Goal attempts 2 Trippier 11 Torreira Premier League 31 Kolasinac (s 56′) 5 Vertonghen 6 Koscielny Share on WhatsApp (s 59′) 27 Lucas Moura 18 Monreal 7 Mkhitaryan 7 Son 8 Spurs Off target 6 Arsenal 2 Spurs On target 2 Arsenal 40 60 (s 79′) Spurs Reuse this content Share on Twitter Substitutes 23 Eriksen Arsenal 11 Lamela Arsenal Lineups 22 Suarez Substitutes 24 Aurier 1 Cech 9 Lacazette Share on Facebook 15 14 8 Ramsey 17 Iwobi 1 Lloris Topics 33 Davies 3 Rose (s 72′) 22 Gazzaniga Match stats ARS40TOT60% Match previews 15 Maitland-Niles Share on Messenger 17 Sissoko resources 20 Mustafi Share on Pinterest 10 Ozil 52 Skipp Tottenham Hotspur 18 Llorente 19 Leno Share via Email Share on LinkedIn (s 46′) 12 Wanyama 5 Papastathopoulos Fouls