Nigel Corby, director of Global Executives, a leading interim manager supplier in UK and Europe, argues that, while cost has it's place and is inevitably visible, HR directors should demand of supply companies and interim managers the best possible return on an assignment, including the invisible benefits.

Without doubt, there is considerable misunderstanding about the true nature, cost benefit and opportunity of deploying an interim manager. "Strange creatures, these, who have lost their jobs and their careers and now seek desperately to find something to do."

Inaccurate and discourteous  Nothing could be more Inaccurate and discourteous to those who take this courageous career choice and who successfully manage change effectively on a day to day basis. They can't afford failure and who in full time career posts can say that? We do tolerate failure in management structures and in practice, yet, when buying in outsourced services we are rightly intolerant and demand near perfection.

Interim managers don't complain about this, they welcome it, They expect no less a demand on them, delight in achievement and a task well done and in delivering true value for money. What career executive can honestly say that, on a day to day basis, they are able to deliver to that level - or indeed have to? Corporate politics, authoritarianism and ego often combine, at best, to render action by career managers impotent, at worst, result in costly board room battles and wasted opportunity. Interim managers can circumvent all that - indeed must if they are to deliver what is agreed for an assignment. Just think of the potential benefit of an interim manager telling the managing director or their line director that he/she is wrong due to specific and objective reasons - diplomatically of course! 

Interim management as the right resource solution  Therein lies the IM's first added value element, objectivity and determined diplomacy. This benefit begins to reduce the visible cost of taking an interim manager on the team immediately. The importance of overcoming prejudice in selection of interim management as the right resource solution is the vital step. But, it is only the first step of many in making interim management pay handsome dividends.

Four more steps to added value  Once interim management is defined as the preferred solution, how can you ensure that the best returns are sought and applied? There are four other steps to take, most of which hinge on the development of a professional and sound working relationship with the supply company with which you are dealing. 

Generally, because most supply company's work off largely common databases never instruct more than three companies - its not worth the additional work it generates if you do. In fact it is often better to use a single preferred supplier depending on the nature of the assignment to be filled. [Run a contest to get this shortlist if time permits, but that's probably better left to a time when you aren't pressed for a resource solution]. 

Make time to meet your supply company representative[s] and discuss the tasks in depth that need to be undertaken and their scope. More often than not, you are not the line manager with the problem. It is vital, however busy that manager may be, he /she is included in the discussion. Producing the job spec. and giving a person spec., largely based as they are on full time career roles, is not enough.

When I was a personnel director, I believed very strongly in the concept that, whereas I was 

responsible for recruitment process and the quality standards to which the company worked in its personnel practices, functional directors and line managers had entire responsibility in personnel decision making. Who they appoint and dismiss under guidance was finally down to them. It's no different in the appointment of interim managers. Line executives need to be involved from the very first.

Define key tasks and deliverables  The key element of the discussion with the supply company and the one which provides the best opportunity of ensuring a return on the cost of investment is the definition of key tasks and deliverables for the assignment. These go well beyond the job and person specs to which I referred earlier. At Global Executives, we ensure that no stone is unturned in attempting to tease out these tasks; in defining the deliverables that will give the best possible return. After all, your firm might pay a senior interim manager over a £100,000 for a six month assignment - that is just at £750 per day plus expenses.

There are no other hidden cost of employment, but current fees range from about £500 per day to £2000 per day in a few cases. It's worth, then, ensuring a real return on this sum. You certainly wouldn't hire a machine or services on the shop floor or in the office without some assurance about return on investment.

Monitor and review  The next important step in the added value assurance stakes is to monitor and review on a regular basis – and that includes ensuring that your supply company is involved. After all, they have the highest vested interest in ensuring your firm succeeds in its aims – a next assignment! It is unprofessional and unacceptable to companies such as mine that, once we supply an executive, we should not provide the level of support that ensures success.

Supply companies can’t do the work physically but we can facilitate task delivery and monitor performance by ensuring the executive and the client company are keeping the objectives clearly in mind and defining any changed priorities. We are much more likely to maintain objectivity and can thus be trusted with this crucial role.

The HR challenge  The challenge that faces HR executives is to really understand the nature of interim mangers and where it is appropriate to use them. Their uses are much broader than often thought and is the basis of a whole different article! Then it is to demand not ”What’s it going to cost?” but “How will we benefit and what will we save?”

Then it is to be in command of the process with their interim manager and the supply company, demanding the returns that were defined for the assignment are truly delivered. Following the steps outlined is the best way; it is the way Global executives do things. And it’s the best way! 

This profession is peopled by those who are determined, focused and successful in what they do. Our industry is populated by sensibly overqualified executives recycling their wisdom and experience who thrive on challenge, delivering results and who must provide a return on the investment made in them.

Get the supply companies working for you. Don’t treat them like “body shops” just to produce CV’s. If they are not demonstrating partnership of the kind we at Global Executives seek to deliver, then they are not the partners you will need in the important work you have to do – resolving acute resource needs rapidly with interim managers of the highest professionalism and commitment.