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2018 demands investment in candidates

2018 demands investment in candidates
Promoted by 2018 demands investment in candidates

Grant Speed

Grant Speed

Managing Director

Over the past year, interim managers have helped senior management teams navigate a multitude of challenges. They’ve been on hand to offer expertise across a range of sectors as businesses brace themselves for the challenges 2018 may bring.

Demand for interim professionals is greater than ever, and as the pool of interims grows, providers need to create sufficient support structures for candidates.

Interims may have years of experience behind them but they’re still looking for similar support and care as that enjoyed by full-time employees.

This is crucial for a number of reasons. To begin with, the industry is undergoing a number of changes.

Independent workers are increasingly in the spotlight and IR35 reforms affecting how interims are taxed have caused upheaval across the public sector. The government has since announced a consultation to consider implementation in the private sector, and this threatens to cause further confusion for both interims and companies.

Amid this uncertainty, providers should be by the side of their candidates to offer practical advice. In fact, such changes mean accessible support will become significantly more valuable to candidates.

As more professionals consider a move into interim management, they will also have to adjust to changes in their professional and personal lifestyles, which can be particularly challenging for first-time interims.

For first-timers, it’s important to know what to expect from a role and in what ways it might differ from being a permanent employee.

Often, interims operate individually within a company and can face considerable pressure in short-term roles focused on delivery. Placements typically last around nine months on average and entering an existing workforce to implement change can bring its own difficulties.

Meanwhile for more experienced interims, those having spent their former career in one sector can be keen to try placements in a completely different industry. Throughout this journey, candidates can benefit from support and advice.

Another important lifestyle change to consider is that interim management is not necessarily cyclical – managers have the ability to undertake career breaks in-between placements as they search for the right project-role for them.

These breaks can lead to interims feeling disconnected, so it’s important to have a support structure in place to keep candidates linked with their wider network. It’s also useful for candidates to have a contact on-hand during these periods to discuss long-term career plans with.

That’s why we’ve created a new Head of Candidate Care role and appointed Sally Havers, so we can keep investing in our candidates, and provide care and support throughout every stage of their interim journey. Although candidates have pre-existing relationships with our partners and consultants, who provide sector-specific guidance, this move will establish a continual two-way engagement with the interim community.

It will also give us greater insight into the questions and challenges that interims face on assignment, so we can tailor our service to meet these. Interim providers need to continually invest in the lifeblood of their business, and those who fail to do so risk falling behind the competition. Candidates are increasingly looking for long-term career support beyond placements, and companies must respond.

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