Caroline Taplin discusses with Tim Blackstone the benefits of interim management for businesses facing changing needs and environments. Interim managers can quickly acquire skills, get started on projects, and help determine long-term recruitment needs. Their experience and new perspectives can accelerate change and momentum. Cultural fit is important for interim success, requiring trust in the interim provider.
The document discusses applying the Boston Consulting Group (BCG) matrix, traditionally used to analyze business product portfolios, to analyze human resources and employee performance. It outlines how the BCG matrix categories of stars, cash cows, question marks, and dogs can be used to classify employees based on their performance and value to achieving business objectives. Applying the BCG matrix in this way helps identify high and low performing employees, determine where to allocate resources for employee development, and minimize costs from low-value employees.
Some ideas about how to write a business plan.
The first chapter : introduction
See the second chapter : information & analytics : (http://www.slideshare.net/oscarz9/how-to-write-a-business-plan-02)
For more staff, visit my site : zhaoscar.com
A quick ONE PAGE Business Plan TemplateKameel Vohra
This template is designed to give you a better idea as to what’s involved in establishing your business, and to help you communicate the idea to people that can provide you feedback.
Tips on writing a business plan from an investor's perspective.
Please visit:
https://flevy.com/browse/business-document/developing-and-presenting-your-business-plan-148
For an improved version of these slides
What is the Plan? The Importance of Business Planning and Goal SettingMasterBizCoach
The document discusses the importance of business planning and goal setting. It states that while plans will inevitably change, having a plan provides structure and a sense of purpose. An effective plan includes both short-term tasks and long-term goals extending five years into the future. The plan should be flexible to allow for learning from mistakes and setbacks, which are opportunities for continuous improvement. Successful businesses are the product of an adaptive, learning mindset from their leaders.
A simple but effective business plan (BP) should focus on key strategic elements like goals, target markets, strengths, barriers and solutions in a clear and concise manner. The plan should divide targets and growth projections into quarters, identify potential new market segments, and include basic financial projections and timelines with buffers. Keeping the BP simple makes it more engaging and effective at communicating the core elements needed to understand and support the business.
How to prepare business plan is what is shown in these slides; Hints for preparing marketing, operations, financial plan and also highlights the risk areas to be covered in the plan, the questions the plan should answer along with milestones etc.
This document provides an overview and outline for writing a business plan. It discusses the typical sections included in a business plan such as the executive summary, company overview, products/services, marketing plan, operational information, and financial projections. For each section, it provides guidance on the types of information that should be included, such as describing the business, products, location, goals, competition, marketing strategies, suppliers, and costs. The document is intended to guide writers in developing a comprehensive business plan that covers all essential aspects of the business.
The document discusses applying the Boston Consulting Group (BCG) matrix, traditionally used to analyze business product portfolios, to analyze human resources and employee performance. It outlines how the BCG matrix categories of stars, cash cows, question marks, and dogs can be used to classify employees based on their performance and value to achieving business objectives. Applying the BCG matrix in this way helps identify high and low performing employees, determine where to allocate resources for employee development, and minimize costs from low-value employees.
Some ideas about how to write a business plan.
The first chapter : introduction
See the second chapter : information & analytics : (http://www.slideshare.net/oscarz9/how-to-write-a-business-plan-02)
For more staff, visit my site : zhaoscar.com
A quick ONE PAGE Business Plan TemplateKameel Vohra
This template is designed to give you a better idea as to what’s involved in establishing your business, and to help you communicate the idea to people that can provide you feedback.
Tips on writing a business plan from an investor's perspective.
Please visit:
https://flevy.com/browse/business-document/developing-and-presenting-your-business-plan-148
For an improved version of these slides
What is the Plan? The Importance of Business Planning and Goal SettingMasterBizCoach
The document discusses the importance of business planning and goal setting. It states that while plans will inevitably change, having a plan provides structure and a sense of purpose. An effective plan includes both short-term tasks and long-term goals extending five years into the future. The plan should be flexible to allow for learning from mistakes and setbacks, which are opportunities for continuous improvement. Successful businesses are the product of an adaptive, learning mindset from their leaders.
A simple but effective business plan (BP) should focus on key strategic elements like goals, target markets, strengths, barriers and solutions in a clear and concise manner. The plan should divide targets and growth projections into quarters, identify potential new market segments, and include basic financial projections and timelines with buffers. Keeping the BP simple makes it more engaging and effective at communicating the core elements needed to understand and support the business.
How to prepare business plan is what is shown in these slides; Hints for preparing marketing, operations, financial plan and also highlights the risk areas to be covered in the plan, the questions the plan should answer along with milestones etc.
This document provides an overview and outline for writing a business plan. It discusses the typical sections included in a business plan such as the executive summary, company overview, products/services, marketing plan, operational information, and financial projections. For each section, it provides guidance on the types of information that should be included, such as describing the business, products, location, goals, competition, marketing strategies, suppliers, and costs. The document is intended to guide writers in developing a comprehensive business plan that covers all essential aspects of the business.
The document provides advice for entrepreneurs considering starting their own business. It outlines several key points: entrepreneurs should build their business around a concept with meaningful value for customers; an important early step is creating a business plan; the focus should be on developing a strong, sustainable business model rather than financial projections; experience working in different organizations is valuable before launching one's own enterprise; entrepreneurs should think big but be realistic about scaling capabilities; and one's ability to scale a business should be limited only by ambition, not access to capital, given today's availability of early funding. The document emphasizes the importance of networking with other entrepreneurs and seeking guidance from those further along in their entrepreneurial journey.
Co-operative societies, Sacos, Housing, Investmet, Marketing, etc need to come up with Business Plans to guide in running the co-operative business or help in raising funds, seeking credit, etc..
The document discusses talent acquisition and recruitment, outlining factors that influence human resource planning and the recruitment process, which includes job analysis, internal and external recruitment strategies, and screening and selecting candidates. It also provides details on designing job descriptions, conducting interviews, and negotiating salaries for different levels of positions within an organization.
The document discusses the importance of writing a business plan before starting a business. It provides reasons for developing a business plan such as firming up ideas, knowing goals and financial requirements, and avoiding costly mistakes. The document outlines what a business plan should include, such as descriptions of the business, market analysis, marketing strategy, financial projections, and an implementation plan. It emphasizes that planning is invaluable for business success and provides tips for developing an effective plan.
At one of our recent pitch events, Ashish Dave, a senior investment professional from the Mumbai Indians made a presentation for startups on how to pitch. Here's the presentation for everyone who wants to learn!
The document discusses the key concepts and elements of an effective business plan. It explains that a business plan is a written roadmap that outlines where a business currently is, where it wants to be in the future, and how it plans to get there. The business plan should convince readers that the business idea is exciting and worth supporting by demonstrating feasibility, clearly outlining costs and benefits, and answering basic questions about what, how, when, and where the business will operate. An effective business plan addresses the needs of both internal employees and external investors and stakeholders.
A business plan acts as a roadmap for establishing and developing new businesses by outlining where the business currently stands, where the owners want it to go, and the route to get there. An effective business plan typically includes sections on the company description, products/services, marketing plan, operations, management, finances, and appendices. While some successful companies have minimal or no business plans, it is generally not advisable to forego a thorough plan unless independently wealthy due to the risks. Constant revision of a business plan as it is created can hinder its full development.
Many small business owners dream of growing their business to satisfy the needs of their customers. However, a business with a steady inflow of new customers must consider its capacity and capability to deliver to these customers. Scaling a business means setting in place the processes and systems needed to support seamless growth.
Venture capital involves investors taking an equity stake in a company in exchange for capital funding, typically for early-stage companies. Venture capitalists provide value beyond funding through knowledge, resources, and operational guidance. Venture capital comes from different types of investors including angel investors, venture capitalists, and private equity funds. The risks of a venture change at different stages from concept risk and execution risk early on to scale-up risk and market risks later. A business plan is used to convince investors that a business concept is viable and that the team can execute the plan and be competitive. An effective plan includes details on the concept, team, market opportunity, product, financial projections, competition, risks, funding needs, and potential exit strategies
One page business plan lunch presentationJim Cooper
The document discusses business planning for coaches. It covers understanding the benefits of creating an effective business plan and using a tool to develop plans including assessing the current state, creating vision and mission statements, defining objectives, and developing strategies and action plans. The tool is then applied to creating a draft mission statement for participants' organizations. Key aspects of business planning like annual planning, research and development, and performance management are reviewed. Alternative approaches like one-page plans are also presented. The document emphasizes measuring objectives, reviewing plans regularly, and recognizing that the best plans may not survive contact with real-world challenges.
Strategic Business Plan - Starting A Small BusinessGirlie Villadarez
A strategic business plan focuses on future growth rather than short-term goals. It outlines strategies such as outsourcing non-essential tasks, networking to promote the business, and wisely budgeting expenses by initially working from home to save on costs. The plan also recommends finding an affordable publicist and virtual assistant, developing strong negotiation skills to get the best advertising deals, and asking vendors about payment plans to purchase necessary items. A strong strategic business plan is essential for long-term business success.
* Understand the financial components of business
* Identify the levers that affect profitability
* Relate your personal finances to business finances
* Make more profitable decisions
This document discusses planning for new ventures. It defines a venture as a risky startup business. Key factors in venture planning include sales, margins, profits, investment needs, equity requirements and returns. The venture planning process involves developing the idea, feasibility analysis, initiating changes, creating a business plan and monitoring progress. Keys to good venture planning include focusing on one business at a time, developing scenarios, and identifying the venture type. The proposal checklist ensures all necessary items are included to avoid future problems. Risks of new ventures include market, operational and financial risks.
Training employees and managers in business acumen, which means understanding how a company makes money and their role in impacting financial results, is important for business alignment and success. Companies like Southwest Airlines have developed a culture of business acumen where employees understand financial statements and how their decisions impact profitability. Developing business acumen through simulations and learning programs helps employees ask better questions to improve processes and strategies. It gives managers a company-wide perspective beyond their department and helps employees think like owners in contributing to financial goals.
The document summarizes key points from a session on developing financial plans for a business. It discusses constructing pro forma financial statements, including income statements, balance sheets, cash flow statements and break even analysis. It covers assumptions for revenues, costs, and cash needs. Valuation of early stage companies and sources of funding such as angel investors are also summarized.
The document discusses Growthink, a business plan consulting firm. It provides an overview of Growthink's Business Plan Guide, which helps clients prepare business plans to raise capital. It also describes Growthink's two main offerings - their Ultimate Business Plan Template and Consulting services. The template allows clients to quickly create an expert business plan, while consulting provides a fully customized plan developed by Growthink's team of experienced consultants. Both options aim to help clients raise funds and grow successful businesses.
Tom Mornement from Purple House HR discusses the role of the HR interim and the many challenges and opportunities this presents. He was joined by Yvonne Payne who gave her side of the story as life as a HR interim. Recently presented to the CIPD West of England Branch.
The document provides advice for entrepreneurs considering starting their own business. It outlines several key points: entrepreneurs should build their business around a concept with meaningful value for customers; an important early step is creating a business plan; the focus should be on developing a strong, sustainable business model rather than financial projections; experience working in different organizations is valuable before launching one's own enterprise; entrepreneurs should think big but be realistic about scaling capabilities; and one's ability to scale a business should be limited only by ambition, not access to capital, given today's availability of early funding. The document emphasizes the importance of networking with other entrepreneurs and seeking guidance from those further along in their entrepreneurial journey.
Co-operative societies, Sacos, Housing, Investmet, Marketing, etc need to come up with Business Plans to guide in running the co-operative business or help in raising funds, seeking credit, etc..
The document discusses talent acquisition and recruitment, outlining factors that influence human resource planning and the recruitment process, which includes job analysis, internal and external recruitment strategies, and screening and selecting candidates. It also provides details on designing job descriptions, conducting interviews, and negotiating salaries for different levels of positions within an organization.
The document discusses the importance of writing a business plan before starting a business. It provides reasons for developing a business plan such as firming up ideas, knowing goals and financial requirements, and avoiding costly mistakes. The document outlines what a business plan should include, such as descriptions of the business, market analysis, marketing strategy, financial projections, and an implementation plan. It emphasizes that planning is invaluable for business success and provides tips for developing an effective plan.
At one of our recent pitch events, Ashish Dave, a senior investment professional from the Mumbai Indians made a presentation for startups on how to pitch. Here's the presentation for everyone who wants to learn!
The document discusses the key concepts and elements of an effective business plan. It explains that a business plan is a written roadmap that outlines where a business currently is, where it wants to be in the future, and how it plans to get there. The business plan should convince readers that the business idea is exciting and worth supporting by demonstrating feasibility, clearly outlining costs and benefits, and answering basic questions about what, how, when, and where the business will operate. An effective business plan addresses the needs of both internal employees and external investors and stakeholders.
A business plan acts as a roadmap for establishing and developing new businesses by outlining where the business currently stands, where the owners want it to go, and the route to get there. An effective business plan typically includes sections on the company description, products/services, marketing plan, operations, management, finances, and appendices. While some successful companies have minimal or no business plans, it is generally not advisable to forego a thorough plan unless independently wealthy due to the risks. Constant revision of a business plan as it is created can hinder its full development.
Many small business owners dream of growing their business to satisfy the needs of their customers. However, a business with a steady inflow of new customers must consider its capacity and capability to deliver to these customers. Scaling a business means setting in place the processes and systems needed to support seamless growth.
Venture capital involves investors taking an equity stake in a company in exchange for capital funding, typically for early-stage companies. Venture capitalists provide value beyond funding through knowledge, resources, and operational guidance. Venture capital comes from different types of investors including angel investors, venture capitalists, and private equity funds. The risks of a venture change at different stages from concept risk and execution risk early on to scale-up risk and market risks later. A business plan is used to convince investors that a business concept is viable and that the team can execute the plan and be competitive. An effective plan includes details on the concept, team, market opportunity, product, financial projections, competition, risks, funding needs, and potential exit strategies
One page business plan lunch presentationJim Cooper
The document discusses business planning for coaches. It covers understanding the benefits of creating an effective business plan and using a tool to develop plans including assessing the current state, creating vision and mission statements, defining objectives, and developing strategies and action plans. The tool is then applied to creating a draft mission statement for participants' organizations. Key aspects of business planning like annual planning, research and development, and performance management are reviewed. Alternative approaches like one-page plans are also presented. The document emphasizes measuring objectives, reviewing plans regularly, and recognizing that the best plans may not survive contact with real-world challenges.
Strategic Business Plan - Starting A Small BusinessGirlie Villadarez
A strategic business plan focuses on future growth rather than short-term goals. It outlines strategies such as outsourcing non-essential tasks, networking to promote the business, and wisely budgeting expenses by initially working from home to save on costs. The plan also recommends finding an affordable publicist and virtual assistant, developing strong negotiation skills to get the best advertising deals, and asking vendors about payment plans to purchase necessary items. A strong strategic business plan is essential for long-term business success.
* Understand the financial components of business
* Identify the levers that affect profitability
* Relate your personal finances to business finances
* Make more profitable decisions
This document discusses planning for new ventures. It defines a venture as a risky startup business. Key factors in venture planning include sales, margins, profits, investment needs, equity requirements and returns. The venture planning process involves developing the idea, feasibility analysis, initiating changes, creating a business plan and monitoring progress. Keys to good venture planning include focusing on one business at a time, developing scenarios, and identifying the venture type. The proposal checklist ensures all necessary items are included to avoid future problems. Risks of new ventures include market, operational and financial risks.
Training employees and managers in business acumen, which means understanding how a company makes money and their role in impacting financial results, is important for business alignment and success. Companies like Southwest Airlines have developed a culture of business acumen where employees understand financial statements and how their decisions impact profitability. Developing business acumen through simulations and learning programs helps employees ask better questions to improve processes and strategies. It gives managers a company-wide perspective beyond their department and helps employees think like owners in contributing to financial goals.
The document summarizes key points from a session on developing financial plans for a business. It discusses constructing pro forma financial statements, including income statements, balance sheets, cash flow statements and break even analysis. It covers assumptions for revenues, costs, and cash needs. Valuation of early stage companies and sources of funding such as angel investors are also summarized.
The document discusses Growthink, a business plan consulting firm. It provides an overview of Growthink's Business Plan Guide, which helps clients prepare business plans to raise capital. It also describes Growthink's two main offerings - their Ultimate Business Plan Template and Consulting services. The template allows clients to quickly create an expert business plan, while consulting provides a fully customized plan developed by Growthink's team of experienced consultants. Both options aim to help clients raise funds and grow successful businesses.
Tom Mornement from Purple House HR discusses the role of the HR interim and the many challenges and opportunities this presents. He was joined by Yvonne Payne who gave her side of the story as life as a HR interim. Recently presented to the CIPD West of England Branch.
The document provides an overview of a career in recruitment consulting. It describes recruitment consultants as salespeople who build relationships to source and place both candidates and clients. Their role involves understanding needs, matching requirements, interviewing, managing offers and ensuring a smooth process. Recruitment consulting offers rewarding career opportunities with direct influence over progression and compensation. However, it also requires resilience and a strong work ethic to manage various demanding components while achieving targets amid ups and downs. Overall, the career provides valuable skills, industry knowledge, opportunities to earn a high income, and work in a fast-paced social environment.
This document discusses the benefits of employing senior executives on a part-time basis rather than full-time, especially for small and medium sized businesses. It begins by outlining some of the common reasons businesses employ full-time executives, such as tradition and concerns about loyalty, but argues these concerns are often unfounded. It then explores the circumstances when part-time executives could be appropriate, such as periods of growth, businesses with 25-250 employees, or those needing expertise in areas like sales, HR compliance, or new board functions. The document advocates that part-time strategies allow businesses to engage higher quality executives at a lower cost and better match resources to changing needs.
Everything You Need to Know About Interim ManagementPrashantneta1
While permanent contracts continue to dominate business, in a troubled environment, interim executives are an indispensable resource for organizations seeking to adapt and change. They bring with them a specific set of skills and experiences, and offer great expertise and agility.
This document summarizes challenges with relying solely on internal recruiters to fill positions and advantages of using independent executive recruiters instead. It notes that internal recruiters lack financial incentives to find the best candidates and have limited networks, while independent recruiters' reputation and livelihood depends on placement success. Independent recruiters can provide a more tailored, client-focused service at lower cost than large global firms due to lower overhead. They effectively recruit globally using technology without needing offices worldwide.
The BlueSky Think Tank Series - Physician Heal Thyself May15 Tracey Barrett
The document summarizes the key themes and discussions from a think tank on developing an effective employer brand for recruitment firms. The recruitment sector faces challenges in attracting and retaining talent. While recruitment firms are experts in hiring for clients, they are less successful at internal recruitment. The think tank discussed how recruitment is still not viewed as a true profession and firms need to better communicate the realities of the job. Developing flexible policies, focusing on employee engagement, improving the candidate experience, and defining success more broadly were some suggestions for strengthening employer brands in the recruitment sector.
The document provides guidance on retaining, evaluating, and growing a call center team. It discusses the importance of staff retention and understanding why employees leave. It recommends giving employees additional interesting work, consulting with them, promoting from within, varying their daily tasks, and offering flexible shifts. The document also stresses the importance of evaluating employee performance based on key metrics and goals. Finally, it suggests ways to help growing employees feel motivated by assigning them new challenges, supporting career development, and hiring those that are a good motivational fit.
The document discusses achieving excellence in recruitment through strategic and systematic processes. It recommends defining job needs, developing compelling marketing descriptions, sourcing candidates through various channels including networking and referrals, providing excellent candidate care, conducting effective interviews and assessments, making offers that minimize rejections, and onboarding new hires through communication and orientation. Measuring results and continually improving using new technologies like social media are also emphasized for recruitment success.
The document discusses the need for advertising agencies to form strategic alliances with outside talent to address changes in the industry. It outlines four key factors driving change: 1) each client's needs are different, 2) ways to reach consumers are growing exponentially, 3) no agency can be an expert in every tool, and 4) clients are moving to project engagements. To succeed, agencies need a broader talent base but can no longer afford full-time staff in every area. Strategic alliances allow agencies to access specialized outside talent when needed. The document provides recommendations for agencies to establish successful strategic alliance programs.
The document discusses the challenges facing advertising agencies from changes in the industry and recommends strategic alliances as a solution. Specifically, it notes that (1) clients' needs are increasingly diverse but economies of scale are difficult, (2) ways to reach consumers are growing exponentially, and (3) no agency can be an expert in every tool, while (4) clients are moving to project engagements. This challenges the traditional full-time staffing model. However, a large pool of contingent talent now exists and strategic alliances can leverage this talent on an as-needed basis to provide comprehensive solutions while reducing costs. The document recommends a three-tier staffing structure and ongoing efforts to develop strategic talent alliances through a Chief
How To Effectively Work With A Recruiterkpeters318
The document provides an overview of how to effectively work with recruiters. It discusses the types of recruiters including non-fee based, fee-based, retained search, and contingent search recruiters. It also describes the types of recruiting including direct hire/perm placement and contract labor/consulting. The key aspects of working effectively with recruiters include understanding their roles, building relationships through referrals and keeping in touch, and asking questions to vet the recruiter and opportunity.
This document outlines a 9 step "P Process" for financial planners to develop passion and professionalism in their work. The steps are: 1) Develop passion for financial planning and helping clients. 2) Identify your purpose in the profession. 3) Determine your optimal positioning and specialization. 4) Create a value proposition for clients. 5) Develop your personal brand. 6) Focus on building your practice. 7) Generate passive income streams. 8) Strive for professionalism through qualifications and ethics. 9) Work to establish financial planning as a full profession. Following this process can help practitioners find greater meaning and success in their careers.
The document discusses why companies should hire HR consultants. It notes that people are vital to an organization's development but matching skills to needs poses a challenge. HR consultants can help create talent pipelines and identify people management gaps. Retaining talent is also key for growth. Consultants partner with clients to understand their vision and growth plans. They identify and facilitate cultural assimilation of suitable talent. Hiring consultants is beneficial when filling urgent positions, difficult roles, or keeping informed of top talent. Consultants package opportunities to motivate candidates and help clients and candidates determine fit. Building trust between consultants and clients is critical for achieving people management goals.
Offboard trains leaders and team members on how to make employee transitions easy, minimally disruptive to business goals, and mutually beneficial for a long term relationship.
- Traditional public sector procurement departments are often seen as back offices that staff do not understand or want to deal with. They have a poor reputation.
- Procurement experts receive little training and development. They learn on the job from others who may perpetuate bad practices instead of best practices.
- For procurement to be effective, departments need proper resources, training, and influence over strategic decisions. Staff must feel valued and have input. Repeated cycles of replacing procurement without addressing underlying issues will only drive out good staff. Procurement has the potential to help organizations if given real support and time to develop strategies.
Retention Management in the Era of Healthcare ReformNicola Hawkinson
The document discusses strategies for improving employee retention in the healthcare sector. It notes that employee turnover is extremely high, costing the industry billions per year. The key to improving retention is effective leadership that identifies high performers, sets clear goals and evaluations, challenges employees with career growth, and removes underperformers. Leaders must acknowledge that poor retention is due to mismanagement rather than external factors like workforce shortages, and make changes to implement strategies like training, recognition programs, and standardized hiring practices. Doing so can help organizations stay ahead of competitors in attracting and keeping talent.
The document provides a framework for designing effective onboarding programs that meet both employer and new hire needs, suggesting a balance of efficiency and empathy using a mix of online, group, and individual activities over an extended onboarding period from pre-hire through the first few weeks on the job. It contrasts the employer's focus on quickly getting new hires up to speed and compliant with the new hire's needs for belonging, support, and understanding expectations.
Traditional finance is dead. Business has changed significantly over the last 2 decades. While this has opened up a new set of opportunities to reinvent the concepts of finance, a lot of businesses are being left behind as they grapple with issues that a proactive approach to finance could have easily avoided. All hail the new king of finance – Strategic Finance Thinking.
We get asked every other day by businesses we meet – So what is it that you do so differently? While this has become a part of our standard conversation, we thought of putting these thoughts together in a whitepaper that every SMB can use to define what they should be expecting from this new wave.
Disclaimer: Please note that these are our views are based on our experience in being advisors and working with various organizations. They are for the limited purpose of educating the officers of a company. How this applies to your business can vary significantly based on the context, stage, exact nature & size of the business.
Similar to 21442 Matrix Newsletter HR Perspective May 2015 (20)
1. CHANGE ROLES MORE THAN BUSINESS AS USUAL?
It could be combination of both if for example you simply need a
Finance Director to step in quickly and carry on as before, this could
be someone between two permanent roles. I consider Interim to be
of greatest value where you want to leverage the Interim’s experience,
newness of thinking, rapid adaptability or injection of change that they
could bring.
DO YOU SEE THAT THERE’S BEEN MUCH CHANGE IN THE
INTERIM MARKET OVER THE LAST 8 TO 10 YEARS?
Interim works better in some disciplines, such as finance and HR or as
part of M&A activity where short-term skills and experience are often
needed. I can also see it being of value in IT at CIO and Director level
where change is always prevalent. Pure operational roles are more
difficult and not so obvious such as in my market, claims, underwriting
and broking – Interim is much less developed here. Key is that you can
over-hire whilst you think about strategy and permanent recruitment at
a level above where you actually need to hire on a permanent basis.
WHAT ARE THE KEY ATTRIBUTES YOU LOOK FOR IN AN
INTERIM PROVIDER?
A provider must understand the need in a real sense, not just a role
sense and pay particular attention to the optimal culture fit. It helps
greatly if you’ve worked successfully with them before and can therefore
trust their judgement of your need. If this isn’t the case, I get them to
play back to me in a meaningful way what are the business challenges
and culture that any Interim is going to operate within. Interim can
be very costly if you don’t get right and a very public mistake – as
can permanent of course but there are more stages to permanent
recruitment across the business. Dating and matchmaking takes longer
and this reduces the risk. With Interim, you make up your mind very
quickly, a more focused approach by fewer people - so trusting your
provider partner is critical. If bringing a senior person into
a business at a time of change, that person must land with credibility
and establish themselves really quickly.
IMPORTANT PARTS OF PROCESS FROM CONTACT
TO DELIVERY
It is good practice to see a written brief when moving at speed, useful
from both sides to check key deliverables and highlight anything
needing clarity. But I wouldn’t wait for that, so get started and it can
run concurrently. A gap in your organisation is often the reason for
taking an Interim so it is foolhardy not to listen closely to what they
learn in their early weeks. I believe in being open for evolution once
person is on board ...
Caroline Taplin, HR Director Ecclesiastical Insurance, discusses
with Tim Blackstone the role of Interim Management within the
people resourcing challenges of a changing business environment.
WHAT DO YOU SEE AS THE MAIN REASONS FOR
CONSIDERING THE USE OF AN INTERIM MANAGER
FROM A BUSINESS PERSPECTIVE?
Resourcing in any business is a constant challenge and at levels of a
business comes up all the time. Some needs are always thought of in
a very permanent sense and there is time to implement the process
properly but there are other times when you want to improve the
momentum and get something really moving as well as occasions
when you aren’t absolutely certain what the long term role will look
like. With an Interim, you are able to acquire skills now, get started
quickly and use the experience to work out as you go along with clarity
what you really need before committing to long-term recruitment.
HR DIRECTOR VIEWPOINT
WITH AN INTERIM, YOU ARE
ABLE TO ACQUIRE SKILLS
NOW, GET STARTED QUICKLY
AND USE THE EXPERIENCE
TO WORK OUT AS YOU GO
ALONG WITH CLARITY
WHAT YOU REALLY NEED
BEFORE COMMITTING TO
LONG-TERM RECRUITMENT.
- Caroline Tapin
View from The Riverside
HR Perspective
Spring 2015
2. WAY FEES ARE CHARGED
Most importantly, it’s good to be transparent and let’s face it recruitment
costs! To me, it’s less about how it’s structured and more about overall
cost – you can cut it any number of ways, it adds up to same thing. With
Interim I like that there are no hidden costs, you are clear up-front what
it’s going to cost. But I like to look at it retrospectively because when you
do and compare it to the all-in cost for a permanent employee, the cost
of an Interim often compares more favourably than people see when you
just look at day rate versus the permanent salary – often the on-costs
such as benefits, pension, holiday and sickness pay, National Insurance
get passed to other budget lines so are not always transparent. At first
pass, people are often not comparing like with like. If someone has
not hired an Interim before, the day rate costs can appear intimidating
but the recruiting manager often sees just the overhead budget cost.
Nevertheless, cost is a ‘sell’ internally. Charging fees on a daily basis
does mean that the financial risk is lowered, should it not work out.
IS CONTINGENCY CONSIDERED A DIRTY WORD BY
RECRUITERS ON THE CLIENT SIDE?
No, contingency a big plus, it removes a major barrier in the Interim
market. There is an issue with recruitment per se in that respect, it’s just
how the permanent search market is currently structured - that part is
certainly a distress purchase! But no, in the Interim market, contingency
delivery is an attractive part of the proposition.
CAROLINE ASKED HOW THE SKILL SETS IN INTERIM
HAVE DEVELOPED OVER RECENT YEARS.
Well sometimes Interim Management has been sold too broad and too
deep. For example, as we discussed earlier how in some specialist areas
as well as business development, it doesn’t work so effectively yet there
is a growing trend for interim sales management roles especially where
a PE owner is looking to shift the strategy. One major area of growth has
We are here to help our Interim Managers and clients alike,
so please do contact us even if you just want to consider
a potential need or need advice on market trends or fees:
hello@matrixinterim.com
Can you name three consecutive days
without using the words Monday,
Tuesday, Wednesday, Thursday,
Friday, Saturday, or Sunday? (or day
names in any other language)
Test your brain!
3 More London Riverside, London SE1 2RE
Tel: +44 (0)203 283 4303
www.matrixinterim.com
been in digital marketing given its relative newness, speed of change,
constantly changing best practice and leading edge thinking within
sectors such as retail click and collect. Change remains prerequisite for
many assignments though.
CAROLINE WAS CURIOUS AS TO HOW INTERIMS DEVELOP
THEIR OWN SKILL SETS - AFTER ALL, YOU CAN RESELL
WHAT YOU KNOW SEVERAL TIMES BUT MARKETS MOVE
ON SO HOW DO INTERIMS KEEP UP WITH THIS?
Some don’t keep up and as a result their value in the Interim market
diminishes fairly quickly. We always encourage them to pursue their
own professional development and personal networking, the best ones
do this. The key is retained drive, energy and ability to stay ahead of the
client in terms of expectations and never to drag out an assignment.
Digital marketing and IT in general bring in a younger age profile to
the Interim market and these are classic areas where, without keeping
up with technological change on a personal level, you are unlikely to
succeed as an Interim.
CAROLINE: WHY DO INTERIM ASSIGNMENTS
OCCASIONALLY NOT WORK OUT?
Usually down to cultural fit despite due processes being followed –
although this in itself is very rare in our experience. In recent years there
has been some blurring of process with too many interviews so this may
raise internal barriers but the advantage is that more people meet the
Interim before they commit so cultural fit may be less of an issue in the
longer term.
LATERAL THINKING CHALLENGE
3. CHANGE ROLES MORE THAN BUSINESS AS USUAL?
It could be combination of both if for example you simply need a
Finance Director to step in quickly and carry on as before, this could
be someone between two permanent roles. I consider Interim to be
of greatest value where you want to leverage the Interim’s experience,
newness of thinking, rapid adaptability or injection of change that they
could bring.
DO YOU SEE THAT THERE’S BEEN MUCH CHANGE IN THE
INTERIM MARKET OVER THE LAST 8 TO 10 YEARS?
Interim works better in some disciplines, such as finance and HR or as
part of M&A activity where short-term skills and experience are often
needed. I can also see it being of value in IT at CIO and Director level
where change is always prevalent. Pure operational roles are more
difficult and not so obvious such as in my market, claims, underwriting
and broking – Interim is much less developed here. Key is that you can
over-hire whilst you think about strategy and permanent recruitment at
a level above where you actually need to hire on a permanent basis.
WHAT ARE THE KEY ATTRIBUTES YOU LOOK FOR IN AN
INTERIM PROVIDER?
A provider must understand the need in a real sense, not just a role
sense and pay particular attention to the optimal culture fit. It helps
greatly if you’ve worked successfully with them before and can therefore
trust their judgement of your need. If this isn’t the case, I get them to
play back to me in a meaningful way what are the business challenges
and culture that any Interim is going to operate within. Interim can
be very costly if you don’t get right and a very public mistake – as
can permanent of course but there are more stages to permanent
recruitment across the business. Dating and matchmaking takes longer
and this reduces the risk. With Interim, you make up your mind very
quickly, a more focused approach by fewer people - so trusting your
provider partner is critical. If bringing a senior person into
a business at a time of change, that person must land with credibility
and establish themselves really quickly.
IMPORTANT PARTS OF PROCESS FROM CONTACT
TO DELIVERY
It is good practice to see a written brief when moving at speed, useful
from both sides to check key deliverables and highlight anything
needing clarity. But I wouldn’t wait for that, so get started and it can
run concurrently. A gap in your organisation is often the reason for
taking an Interim so it is foolhardy not to listen closely to what they
learn in their early weeks. I believe in being open for evolution once
person is on board ...
Caroline Taplin, HR Director Ecclesiastical Insurance, discusses
with Tim Blackstone the role of Interim Management within the
people resourcing challenges of a changing business environment.
WHAT DO YOU SEE AS THE MAIN REASONS FOR
CONSIDERING THE USE OF AN INTERIM MANAGER
FROM A BUSINESS PERSPECTIVE?
Resourcing in any business is a constant challenge and at levels of a
business comes up all the time. Some needs are always thought of in
a very permanent sense and there is time to implement the process
properly but there are other times when you want to improve the
momentum and get something really moving as well as occasions
when you aren’t absolutely certain what the long term role will look
like. With an Interim, you are able to acquire skills now, get started
quickly and use the experience to work out as you go along with clarity
what you really need before committing to long-term recruitment.
HR DIRECTOR VIEWPOINT
WITH AN INTERIM, YOU ARE
ABLE TO ACQUIRE SKILLS
NOW, GET STARTED QUICKLY
AND USE THE EXPERIENCE
TO WORK OUT AS YOU GO
ALONG WITH CLARITY
WHAT YOU REALLY NEED
BEFORE COMMITTING TO
LONG-TERM RECRUITMENT.
- Caroline Tapin
View from The Riverside
HR Perspective
Spring 2015
4. WAY FEES ARE CHARGED
Most importantly, it’s good to be transparent and let’s face it recruitment
costs! To me, it’s less about how it’s structured and more about overall
cost – you can cut it any number of ways, it adds up to same thing. With
Interim I like that there are no hidden costs, you are clear up-front what
it’s going to cost. But I like to look at it retrospectively because when you
do and compare it to the all-in cost for a permanent employee, the cost
of an Interim often compares more favourably than people see when you
just look at day rate versus the permanent salary – often the on-costs
such as benefits, pension, holiday and sickness pay, National Insurance
get passed to other budget lines so are not always transparent. At first
pass, people are often not comparing like with like. If someone has
not hired an Interim before, the day rate costs can appear intimidating
but the recruiting manager often sees just the overhead budget cost.
Nevertheless, cost is a ‘sell’ internally. Charging fees on a daily basis
does mean that the financial risk is lowered, should it not work out.
IS CONTINGENCY CONSIDERED A DIRTY WORD BY
RECRUITERS ON THE CLIENT SIDE?
No, contingency a big plus, it removes a major barrier in the Interim
market. There is an issue with recruitment per se in that respect, it’s just
how the permanent search market is currently structured - that part is
certainly a distress purchase! But no, in the Interim market, contingency
delivery is an attractive part of the proposition.
CAROLINE ASKED HOW THE SKILL SETS IN INTERIM
HAVE DEVELOPED OVER RECENT YEARS.
Well sometimes Interim Management has been sold too broad and too
deep. For example, as we discussed earlier how in some specialist areas
as well as business development, it doesn’t work so effectively yet there
is a growing trend for interim sales management roles especially where
a PE owner is looking to shift the strategy. One major area of growth has
We are here to help our Interim Managers and clients alike,
so please do contact us even if you just want to consider
a potential need or need advice on market trends or fees:
hello@matrixinterim.com
Can you name three consecutive days
without using the words Monday,
Tuesday, Wednesday, Thursday,
Friday, Saturday, or Sunday? (or day
names in any other language)
Test your brain!
3 More London Riverside, London SE1 2RE
Tel: +44 (0)203 283 4303
www.matrixinterim.com
been in digital marketing given its relative newness, speed of change,
constantly changing best practice and leading edge thinking within
sectors such as retail click and collect. Change remains prerequisite for
many assignments though.
CAROLINE WAS CURIOUS AS TO HOW INTERIMS DEVELOP
THEIR OWN SKILL SETS - AFTER ALL, YOU CAN RESELL
WHAT YOU KNOW SEVERAL TIMES BUT MARKETS MOVE
ON SO HOW DO INTERIMS KEEP UP WITH THIS?
Some don’t keep up and as a result their value in the Interim market
diminishes fairly quickly. We always encourage them to pursue their
own professional development and personal networking, the best ones
do this. The key is retained drive, energy and ability to stay ahead of the
client in terms of expectations and never to drag out an assignment.
Digital marketing and IT in general bring in a younger age profile to
the Interim market and these are classic areas where, without keeping
up with technological change on a personal level, you are unlikely to
succeed as an Interim.
CAROLINE: WHY DO INTERIM ASSIGNMENTS
OCCASIONALLY NOT WORK OUT?
Usually down to cultural fit despite due processes being followed –
although this in itself is very rare in our experience. In recent years there
has been some blurring of process with too many interviews so this may
raise internal barriers but the advantage is that more people meet the
Interim before they commit so cultural fit may be less of an issue in the
longer term.
LATERAL THINKING CHALLENGE