The Role of the HR Interim

CIPD – West of England Branch Independent Consulting Group Role of the HR Interim

Introduction
“ The HR interim market has faced a number of challenges in the past couple of years”.
What are they? Simply it’s this

“ This is probably the toughest market most interims will have faced in their careers. The volume of assignments is down, while the number of candidates has shot through the roof as newly redundant people turn to interim (temporary) positions.” People Management
There are 103% more candidates now than in December 2009 – Agency Central Employment Index
Who is Tom Mornement and what is Purple House?
What is the Role of an HR Interim?
What the Client Wants...
The Future
Introducing Yvonne Payne…

Tom Mornement, who’s he?
A recruiter who launched Purple House Recruitment with Lindsey Newman in July 2002. The aim then was to create a recruitment consultancy with quality standards that we felt were lacking in the industry as a whole.
As well as having a client base, Tom is responsible for the ‘internal’ workings of Purple House such as finance, IT, administration etc. Before Purple House, he didn’t really exist…
Lindsey Newman – Co-Founder Director
Martyn Melvin – Director – Coach, HR Consultant, Search
Fiona Vennbrook – Consultant, Private Sector
Lee Burman – Consultant, Public Sector
Sam Higgins – Office Manager

Purple House Recruitment – here to provide “specialist insight”
We work with …. a wide variety of businesses across a range of locations and sectors
Who have a requirement …. to recruit talented HR professionals
So what we do …. is work with them to get lasting results
Therefore our customers get …. a great service that is focused on their needs
And the reason our customers buy from us is .… we always try to make sure we get them the right results

What is the Role of an HR Interim? We are often asked "what is the difference between an Interim and a Consultant"; in truth very little, apart from crucially how they work and what they cost! Stolen from PHS Interim Management’s… Attribute: Interim: Consultant: Key strengths:
Hands on with full responsibility, recommends and implements based on practical experience
Has control over the budget
Personally delivers tried and tested solutions
Leads from the front
Reports directly to the Client
Provides coaching and mentoring of existing staff
In place within days due to extensive talent bank
Provides valuable analysis and advice based on an in-depth subject understanding
Aware of the very latest techniques
Standardised approach
Potential weakness:
Success very dependent on individual's ability and experience - They may not have the breadth and depth of knowledge available to a large technical consultancy. Careful selection minimises this risk
Implementation is primarily the client's responsibility
Response and quality of service may be dictated by who is not currently engaged
Cost: Interims cost between £250 - £1,000/day Consultants can cost approx 2 to 3 times

What marks out successful interim managers is that the way of working – fast-paced, delivery focused, project-based – suits them better than conventional corporate life.

A good interim is commercially savvy, delivery focused and happy to go in and not be status orientated.

What an Interim is not though is…

HR people who have been made redundant, looking for temporary roles and calling themselves Interims – because their ultimate focus is on a permanent/corporate role – it’s not what a Client wants.
What is the Role of an HR Interim?

What do Clients look for from an Interim?
Hitting the ground running and quickly – understand the brief and make a plan to achieve it
Relationship Builder – identify the key players and get them on side
Change Agent – currently the most sort after experience, not always positive though…
Politics - appreciate the internal politics but stay out of them
Flexibility – going the extra mile, staying the extra hour or finishing it off at home
Commitment – to getting the job done
Ultimately Clients are buying a professional EXPERT with credibility, integrity and passion

The Future – what does it look like?
The good news for Interim HR professionals and those considering a switch to interim work is that HR is the most likely function to use interim managers. According to the Interim Management Association, 19% of all interim assignments in the UK last year were for HR roles – a trend that is unlikely to be affected by the credit crunch, when many companies are looking to restructure.
The future for interims in general looks rosy as organisations begin to change the way they work: “Organisations need a core nucleus of staff to deal with the essential day-to-day processes, while experts (interims) are brought in as and when they’re needed.” People Management.
In today’s competitive climate, interims need to be savvy. That means picking assignments that will increase their experience, not merely their bank balance!

Guide to being an HR Interim – now and in the future!
Know yourself!
Being an interim is very different from being a permanent employee
You must thrive on change and challenge and be focused on implementation and delivery
You need confidence in your ability and a good understanding of your strengths (and weaknesses!)
You must be able to enter a new situation and instantly grasp the issues
A true interim doesn’t want a permanent job and, if faced with the choice of a plum permanent role or a juicy interim assignment, would always go for the latter
If you are new to interim management, you need to be able to convince agencies and clients that this is a positive career choice, not a desperate second best. So rehearse your story well and find evidence from your career history to back up your assertions

Perfect your CV
An interim CV is all about showing what you have achieved
Clients want to see a track record that suggests they are not taking a risk in appointing you
Have a bank of case studies that you can slot in as appropriate from previous interim assignments
Be very clear about what the challenge was, what you did and what the outcome was.
Network, network and network!
It’s impossible to overstate the importance of networking for a successful interim career, especially in a recession
It has never been easier with tools such as LinkedIn, Facebook, Twitter and email.
Meet people regularly, accept invitations and attend events (even speak at them!)
If the organisation you are working for gets a training company or consultants in, introduce yourself and let them know what you do
It’s not difficult, but it does require time and commitment

Prepare well for interviews
Interim assignments often involve only one interview – so make it count!
Talk to your network – to people who have completed similar jobs or who have previously worked in that organisation
Be sure you sound convincing as an interim, especially if you are new to it
That means demonstrating an interim mindset – a focus on delivery and love of change and challenge
Take advantage of recruitment agencies and consultancies
If you are new to the business, try to talk to established interim recruiters
Pick their brains about the market and how you can best position yourself
Even if you are well established, cultivate a relationship the recruitment agents
Stay in touch!
The good ones will give you advice and help you to keep up to date on market trends
Use the internet cleverly
Staying in touch with your network has never been easier
Register on jobsites and make sure you get job alerts
Research, research and research – it’s free

Ask people to refer you – and return the favour
If you can put your CV forward with a personal recommendation from someone the client knows and trusts, that’s the best calling card – put think about doing the same for others
Explain your gaps
Everyone knows it’s a tough market and many good people are not finding assignments as quickly as in the past
Use your time out wisely – do some personal development or training; travel or learn something new
Rehearse your “story” so that it sounds like a positive decision, not an act of desperation
Be flexible
Given the competition for assignments you may have to be more flexible than usual
Even highly experienced interims are finding that rates have come down
If you are new to the interim market, be prepared to take an assignment at a slightly lower level than you were hoping, and/or be prepared to travel
It may also be a time to consider some pro bono work to generate contacts, although this is obviously best kept to a minimum

Summary
Generally speaking the future’s bright for interim’s, the market is picking up and interim’s are a good choice for businesses that are still re-structuring
Organisations have streamlined but will need “expert’s” or “specialists” to help with projects, change, integration etc now and in the future
BUT, Research provided by Interim specialists Russam GMS indicates that the market is improving although it is unlikely that there will be a boom in demand anytime soon. The recession mood is still there but we seem to be getting closer to the promised recovery
About 40% - 50% of work comes through agencies the rest through an interim’s own personal endeavour – therefore it’s important to develop your network and relationships
Introducing Yvonne Payne

Interim Life Opportunities & Challenges hr 4 now ltd Yvonne Payne

Start NHS, Great Western Hospital – OD Lead NHS, Great Western Hospital – Policy Review Sovereign Housing Projects re Harmonisation & TUPE Arval UK Ltd Project Manager to improve Business Partner relationships NHS, Wiltshire PCT Projects to reposition HR Police CENTREX Project Manager, TUPE quality assurance Arval UK Ltd Project Manager to improve Business Partner effectiveness H Wycombe Council Project Manager, substantial change Arval UK Ltd Project Manager, Redeployment and Redundancy NHS, Sussex TUPE Specialist, 300 staff, 9 organisations Arval UK Ltd Project Manager, Site closures Threadneedle Maternity leave cover, Redundancy Arval UK Ltd Case Management

Why hire an interim? Fill a gap………fast Maternity, ill health Breathing space for a decision Specialist knowledge or skills Provide project specific resources IIM built on LinkedIn Return On Investment Speed Expertise Objectivity Accountability Effectiveness Commitment

What attitude helps an interim? Self aware; confident in your ability Go where the work is Treat getting a job as a job Sell yourself in 1 meeting Be open to new sectors and locations No hidden agendas! Not status conscious but good at DIY Clear personal benefits from life style Resources & strategies for “assignment gaps”

Clarifying & feedback Listening & analysing Deciding & influencing Leadership Implementer Escapologist One person – many s kills Results focussed project manager Project manager

What status?
Day rate basis
Contract of service
Indemnity Insurance
Spectre of IR35
Limited Company
PAYE & NI - Dividends
VAT
Freedom of operation
Project not job
Home office
Website
Opt out of Employment Agencies & Employment Regulations
Fixed term contract
Contract of employment
Achievement or duration
Regular pay
Right to same benefits
Accrue holiday
Sick pay
Car allowance etc
Pension ??????

Stake in the day rate ground Some “gurus” say 1 % Annual Salary Equivalent £ 50,000 Bonus £ 10,000 Car Allowance £ 9,000 BUPA £ 1,500 Sub Total £ 70,500 NI employer & employee 20% £ 14,100 Pension Contribution £ 5,000 Total Remuneration £ 89,600 Average working days per year 220 Target day rate £400.00 Minimum day rate £350.00 Interim Performers calculator £355.00

In Demand Successful delivery of change via effective line and project management Reward HRIS, Payroll, e-HR, Shared Service Centres TUPE & Merger Reorganisation & Redundancy Organisational Development

How to find work
CV that is fit for purpose plus hard graft
According to IIM Networking is key
66% of jobs via networking – but 78% for new interims
recent Linkedin poll much higher – unless public sector
Agencies – marketing and cash flow!
Specialist Agency
Commitment and track record
Limited Company, VAT, indemnity insurance
General Agency
Day rate for market share
Fixed term – less admin & easier to get first job!
Job Boards like Total Jobs

A happy ending
Agree clear objective
Report progress against objectives
Plan exit – audit trail and “tool kits”
Proactive PR and marketing
Value added
Leave on a high note
Keep in contact
Enjoy the break!

Summary Evaluate your own skills & resources Decide on fixed term contracts or a day rate Getting a job is like having a job Hit the ground running Take “ownership” of objectives Deliver and manage exit “ Welcome” periods of not working hr 4 now ltd

The Role of the HR Interim

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