Interim leaders are critical appointments. They might revive a failing business or lead a project that enables an organisation to transition to a better future. Yet interims typically do not count towards diversity targets in pay gap numbers or other diversity reporting. Is diversity in this pool less important?
Amid the continuing shockwaves of pandemic, war, economic and political turmoil it is reassuring to know that there are business leaders who positively thrive in periods of crisis and chaos
The evolution of the Executive Interim market has meant that steady state type scenarios now account for less than a fifth of the mandates that we talk to clients about. This doesn’t mean to say that the market is shrinking, but that the agenda that brings the assignment to the table has changed.
The changes we’ve seen in the market have certainly helped us categorise the capabilities of our network. The market is maturing and
Interims will likely continue to become more specialist in the future.
Employee engagement is out, and employee experience has emerged as its successor. Tailored, highly personal, and focused on the individual rather than the collective, a focus on employee experience aims to use a multitude of feedback tools, apps and self-service technologies to improve the employee experience.
One of the questions I am most frequently asked by Interim Managers is “How are you finding the market?” to which there is not a straightforward answer.
Much has changed in the Interim HR space over the past five to ten years that has shaped how it operates today.
Historically, the interim market has moved at a much faster pace than the executive search market. Over the past five to ten years, the client-side interviewing and overall assessment process in the HR interim market has been changing, so that the difference between the executive search process is not as apparent as it once was.
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