Choosing an Interim Executive

How To Get It Right - First Time!

Once the benefits of using an interim manager are identified – and usually the urgent need for one – the next step is to make sure you have the right person as rapidly as possible. The investment you make should always represent good value for money. That is not always at the cheapest available rate, just the most cost efficient.    

The selection process should be short, otherwise the advantage of quickly slotting in the right person is lost. The MD doesn’t want to wait; the gap must be filled now! The best advice to follow is for you to be as involved as if recruiting a salaried senior executive. You know what needs to be done, the profile of the person and the tasks to be achieved.

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This may seem obvious, but it’s all too often not the case. There is a growing tendency for MD’s and other line directors to pass the search and selection of the interim executive to the HR department. All this does is to extend the lines of communication between the user and the supplier which often induces a lack of urgency and understanding of the real requirement.

We’ve known the HR department start its search by consulting the internet rather than first finding out who are the suppliers which may respond to the user’s need. On occasions recently, we have decided not to respond to the kind of enquiry that is “shot-gunned” at eight, nine or even more suppliers.  

We know then that the user is going to be faced with between 25 and 30 candidates being put forward. How can the user make a rapid decision (remember the gap in management is supposed to be filled urgently!) when faced with such a choice? Or, all are interviewed – with all the time that it takes – only to find that when the decision is made, the person selected is no longer available!   

You need to be sure that the level of management you wish to assign corresponds with the level of competence and expertise that we, Global Executives, insist upon in our interim executives. Our joint definition and matching is key.

When Global Executives receives an enquiry, the client should be able to provide a concise and accurate specification. At a very early meeting with the client we determine the key tasks to be achieved and the fit of the interim executive with the core management team. The fact that the line of communication is a straight one between the user and the supplier underlines the value of Global being in direct link with the MD or line director (the decision maker) with whom the interim manager will operate.

It is also essential to look closely at the financial benefits to be gained from having the interim executive which includes looking at the cost of NOT having one – the high cost of inaction!

We are highly experienced and pay very careful attention to selection of the right person according to the job specification, key tasks and deliverables and the management environment. The consequence of this professionalism is that the user will only need to choose from two or sometimes three candidates, each of whom will be fully competent to carry out the assignment. The lapse of time between making the enquiry and the assignment start date is then very short – seven to ten days is typical.

To Summarise:

  • The operational manager (the decision maker), knowing the need, should draft the job specification.

  • Send this to Global Executives; agree key tasks and deliverables with us.

  • Within days Global Executives will submit the CV’s of two or three carefully selected and screened candidates.

  • Interview our nominees immediately, before they are snapped up elsewhere.

  • Decide quickly which to appoint.

  • Let your interim executive get on with the job.

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