High Risk Jobs

When discussing life insurance, the category of jobs considered 'high risk' can vary from broker to broker. There are, however, specific types of jobs that are listed more frequently. We can be quite certain that those who work in these occupations may need to pay significantly more for their life insurance premiums - or even acquire specialist advice. So what are these frequently listed 'high risk' jobs? And what exactly are the risks involved with them?

It's little surprise that miners feature under the term 'high risk' very often. In 2007, George Miller, the US chairman of the House Education and Labor Committee, called for a legislation to increase miner safety. In his statement he highlighted that 'mining fatalities occur at a rate more than seven times the average for all private industries'. Additionally, he pointed out the resurgence of Black Lung Disease, a condition that is caused by working with coal dust over long periods of time and that can cause fibrosis and inflammation within the lungs.

Although it is statistically less safe to drive a car than it is to pilot a plane, aircraft pilots are considered 'high risk' for a number of reasons including the relationship between stress and pilot error. Robert J. Barish, a radiation specialist, has written in depth about the radiation risks to pilots. He states that airplane pilots and airline pilots should be regarded separately, for those who fly light aircraft endure little radiation whereas 'airline flight crew members have for years been considered radiation workers', with exposure to radiation even higher during high altitude and high latitude flights.

Steeplejacks are considered 'high risk' also. This daring occupation involves making repairs to very high buildings including spires and chimneys. Typically, a steeplejack will scale the building by using a ladder, and will then have to set up a Bosun's Chair in order to sit on and work from. A Bosun's chair is a suspended plank that acts as a seat. Despite the fact that abseiling equipment is gradually replacing the traditional equipment, the HSE (Health and Safety Executive) claim that falling from height is still the most common kind of workplace fatality.

Finally, oil rig workers also appear in the 'high risk' category frequently and therefore life insurance quotes for these workers are always high. Over the past few years, accidents on rigs and other safety issues have been highly publicised in the press, such as two deaths at the Shell owned Brent Bravo rig in 2003 due to a gas leak, and the BBC reported in 2005 that the shift work endured by rig workers significantly increases the risk of heart disease. It is the matter of working with flammable, pressurised materials in sometimes hostile environments that puts riggers firmly in the 'high risk' occupation category.

Visit Post Office® for life insurance quotes and to buy a simple, cost effective life insurance policy, offering you a way to pay off your mortgage or leave your family a cash sum when you die.

Interim Management forecast

In today's economic climate many interims will be wondering what is going to happen to the demand for interim management. Will this demand fall by the wayside, cut alongside so many other budgets? Or will interest in interim management increase?

The challenges business face, linked to the uncertainty, particularly following such a positive growth cycle, corporates will find it hard to relinquish the feel good factor of recent successes in growth. Faced with these challenges executive teams will be wanting to examine every way in which, on the one hand they can contain costs and limit ongoing financial commitment, whilst on the other, they want to see the result continue to come in. It is here that the secret in the future success of interim management lies.

In times of difficulty interim managers offer direct and highly relevant focused expertise to deliver business critical projects. The challenge at this point is to know where to go and who to look for. In who to look for this doesn't't specifically relate to a name unless of course the individual has built a very high profile as a 'guru' in their subject. In this instance, who to look for means defining the actual characteristics of the individuals experience and capabilities and directly linking these to the 'fail safe' delivery of business critical projects.

For interim managers wanting to secure their future, in what is a very different market, they need to address their marketing and in particular their networking skills. In the UK it is estimated that the interim management market is worth in the region of £1 billion and of this some £650 million is generated through individual interim managers marketing and networking effort.

So the message from this can be that the market is about to change positively for interim management but personal marketing and promotion will never be as important as it is now.

In the opinion of Intramezzo, we see the market levelling, but not declining, prior to a continual growth period derived from a different style of marketing message but linked with much more effective marketing and business development processes.

Intramezzo is one of the UK's leading senior executive talent providers with both an interim and a permanent search practice and with over 7 years experience in this sector. For more information on Interim Management, visit the Intramezzo website on http://www.intramezzo.co.uk

Best Interview Tips

So, you're a recent graduate? Looking for work? You and thousands of others. What can you offer that they can't? Well, hopefully you know that or will learn as you search. Your job search is a project in itself, with various stages. Here are some tips to get you to your goal of a great first job.

Skill Building

Robert Fulghum might have learned everything he needed to know in kindergarten, but you probably didn't. In fact, even college probably didn't teach you everything. Keep building your skills.

1. Practice your writing skills. In today's Internet-oriented world, good communication skills are crucial. Technical writing and documentation seems to be a weak point for many new grads.

2. Stay updated. Read and subscribe to relevant weblogs, magazines, and newspapers. Use web feed subscription tools like Bloglines or Newsgator Online Edition.

3. Take refresher courses. You may not get a job in your first interview round. Consider some refresher courses before you rewrite your resume.

4. Start a blog. Demonstrate your knowledge of a topic related to a field you'd like to be employed in by writing a blog and mentioning it in your resume.

5. Do some volunteer work. Find something you like doing and volunteer. It shows depth of character on your resume.

6. Learn networking skills. Finding the ideal job usually means knowing the right person at the right time.

Tools and Miscellaneous

There are some tools that you might need for your job search, and other expenditures.

7. Computer. Whether you buy or borrow, you'll need a computer for typing your resume, cover letter, and references page.

8. Internet access. Your job search will likely take you online. As an alumnus, you probably have access at your college (or local library).

9. Briefcase or portfolio. Perfect for protecting your materials against the elements when attending job fairs or going to interviews.

10. Cell phone. If you're pounding the pavement looking for work, you'll want to make it easy to be reached for additional interviews or changed schedules.

Resume

The average headhunter will tell you that their clients usually spend thirty seconds on most resumes, while culling the stack. Make yours stand out, and defensible.

11. Don't lie on your resume. It's not a novel. Mention skills you're capable of. Say "learning such and such" for everything else.

12. Be relevant. Don't list your parents' names and birthdays or your dog's breed.

13. Customize your resume. You may qualify to work in various industries. Tailor your resume accordingly for each.

14. Follow standard format. There are a variety of resume formats and you can probably follow any of them. New grads should emphasize education and grades first.

15. Make it easy to read. Even while following standard format, there are a number of ways you can make your resume easy to read including using bullet points or tables.
16. Be brief. One page for a a recent college graduate is sufficient.

17. Use the right terminology. Do use industry terms but don't be too academic with lingo.

18. Promote yourself. Your resume has to sell you. Write it using action words but without bragging. Be factual, with concrete details.

19. Have references ready. Have two or three references printed on a separate sheet of paper and only provide them when asked for. Professors that know you well might be ideal candidates.

20. Indicate your interests. Depth of character is something interviewers look for.

21. Stick to the file format. If a company asks for your resume in a specific format and/or provided by a particular method of delivery, then comply.

22. Use a cover letter. These are specific to the job and company that you are applying to, so use a different one for each application. They should summarize in a few paragraphs your objective, strengths, and relevant interests.

23. Proofread. Don't waste your entire effort by sending out resumes and cover letters only to find that it appears a monkey wrote them. Use a spell checker and grammar checker.

24. Print quality. Use quality white or light tan paper for printed resumes and cover letters. Don't use gimmicks like colored or scented paper. Stapling is not recommended, but at least keep your cover letter separate.

Finding a Job and Interview Preparation

Before you can get an interview, you obviously have to find a job to apply for.

25. Ask friends and family. This is not nepotism. You are merely asking around about opportunities where they work.

26. Ask in social settings. Someone in your church or other social organization may have leads.

27. Ask on campus. Your professors or the university might have work available.

28. Check with former classmates. Some companies pay employees referral fees for finding new candidates, so a former classmate might have leads.

29. Try networking. Career networking websites such as LinkedIn or JibberJobber can go a long way toward helping you find a job.

30. Use a job search engine. Job search engines like Jobster, Dice, Indeed, and Simplyhired can narrow down your search. Some let you post your profile and resume.

31. Attend career fairs. Career fairs are sometimes ideal for finding a job. Dress as you would for a one-on-one interview, and you might find yourself in one. Take a clipboard, copies of your resume, and a general cover letter.

32. Check newspapers. Some jobs just might not be advertised online.

33. Be selective. Don't apply to jobs that you know you won't like or are not qualified for.

34. Practice being interviewed. Have a friend help you out, setup a video camera, then review your answers and body language. If possible, have two friends interview you "firing-line" style.

35. Beef up your skills. Missing a skill? Can you learn it fast? Say on your resume that you are learning it, then do so before an interview.

36. Know your strengths. You'll likely be asked, in an interview, what you think your strengths are, and possibly your weaknesses and what you're doing about them. Make a list of both.

37. Research potential employers. Visit their Web sites and search for recent articles about them. Try Topix, which lets you search for news from a certain date backwards.

38. Prepare a list of questions. Not all job descriptions are clear. Be ready to ask for clarification in an interview.

39. Don't overreach. It's good to be positive, but as a new grad, you have to be realistic about what work you are qualified for.

40. Be patient. Work might be hard to come by in some industries. Keep trying. If you are willing to wait, then stay on top of industry news.

41. Look elsewhere. New grads can simultaneously combine their adventuresome spirit and the need for a job by working abroad.

Offbeat and Appearance

General tips about preparing when you've already secured an interview.

42. Practice. Practice in front of the mirror the night before. Check your facial expressions.

43. Have your clothes ready. (Reduce your stress.) This includes ironing clothes and buffing shoes.

44. Dress professionally. Part of being professional is dressing professionally. For men, a tie isn't always necessary later in life. But wear at least a suit jacket and slacks. Women should dress appropriately. Phone in and ask if necessary. Err on the side of conservative.

45. Makeover. Don't spend a fortune, but have clothes you can wear to an interview and the job afterwards. Maybe you need new shoes and a haircut or styling.

46. Use your judgement. Facial jewelry, colored/ spiky hair, and tattoos are relatively new fashion "accessories" and companies differ in their acceptance. Most look past it nowadays. Being yourself is best. Call reception and ask for suggestions, if you're concerned.

47. Groom yourself. Brush your teeth and shower. Men, eliminate stubble.

48. Get enough sleep. Don't go in with bloodshot eyes.

Pre-Interview

On the day of your interview, prep yourself.

49. Be prepared. Know where you're supposed to go. Check their Web site, and call in if you have to.

50. Know why. You'll likely be asked why you want to work there: it's small, it's big, cool research, cool job, highly recommended, whatever.

51. Arrive early. But not too early. Five to 10 minutes early is okay. If you're earlier, wait somewhere else first.

52. Be friendly. Greet the receptionist and anyone that talks to you before the interview. Thank them for any assistance.

53. Don't smoke. At least not on the premises. You don't want to smell of smoke.

54. Use the restroom beforehand. Better safe than having to go during the interview. Comb your hair, ditch your chewing gum, etc.

55. Learn your interviewer's name. If he/she has an unusual name, ask the receptionist for the proper pronunciation. Dale Carnegie, in his book How to Win Friends and Influence People, wrote of a new American who cried when someone asked him how to pronounce his name, instead of simply pronouncing it incorrectly.

56. Turn off your cell phone. And take out any Bluetooth earpiece you might be wearing.

The Interview

A lot of what gains you points in an interview is your behavior. They already have your resume. They want to know about you.
Interview Opener

57. Wait for the handshake. The rules of a handshake have changed as more women have entered the workforce. Normally, two men should shake firmly. Beyond that, you'll have to use your judgement. Don't crush a person's hand. Practice with male and female friends.

58. Keep standing. Don't sit until you are directed to. There may be other people participating in the interview and it's best to show that you are "open to direction."

59. Make a good first impression and maintain it. Mirroring is a powerful technique if used subtly, no matter the interviewer's mood.

Interview Dos

60. Maintain eye contact. Look the interviewer in the eye without staring. Not doing so is often perceived as shiftiness not shyness.

61. Be succinct. Don't be a Chatty Cathy; don't tell your life story. Give a bit of detail instead of just "yes" and "no".

62. Nod your head. But don't over do it. It shows you are attentive and amenable to being managed. Women are more likely to nod than men, so men should practice more.

63. Ask for clarification. You may be attentive, but if you don't understand something, politely ask for clarification.

64. Ask questions. Ask about the culture at the company and any general questions that an interviewer has not mentioned yet.

65. Be flexible. Even dream jobs have uninteresting tasks that must get done. Don't wrinkle your nose at a list of tasks. And say you're willing to learn if you don't know how to do something.

66. Ask about your role. You could be interviewed for multiple positions, despite what the job description you applied to indicated. Ask what positions you're being considered for.

67. Ask about your team. Ask how many people you'd be working with and what they do. Ask if there's anyone internally that is applying for the job.

68. Ask about the last person. Ask why the last person left the position, or if it's a new one. If the interviewer hesitates, back off. If they answer anyway, they'll probably respect you for asking.

69. Ask about future opportunities. Is there room for growth? Asking shows that you're career-minded, and that you might stay long-term.

Interview Don'ts

70. Don't ask about salary benefits first. Let the interviewer bring it up. Typically, this is discussed towards the end, and usually if they're interested in you.

71. Don't fidget. It's often perceived as a sign of untrustworthiness.

72. Don't mumble. Speak clearly and enunciate your words. This should be part of your pre-interview practice with friends.

73. Don't be intimidated. Be confident without being arrogant.

74. Don't lie in the interview. A skilled interviewer can "read" an applicant.

75. Don't show off or overact. Just be yourself, but don't be overly effusive.

76. Don't hit on your interviewer. Seriously, you're in an interview, not a nightclub.

77. Don't complain about someone. Be positive.

78. Don't seem needy. Sure, you need a job, but if you act like it, you probably won't get it.

Interview Other

79. Remember what it's about. Think "what's in it for them", not just "what's in it for me". Both parties have to benefit.

80. Be prepared to be tested. You might be asked to prove, say, your computer programming skills with a small quiz on basic principles of coding. Interviews for other industries might include similar testing.

Closer and Post Interview

The end of the interview is just as crucial to getting a job, as is what you do afterwards.

81. Know your availability. An interviewer may ask when you can start. Don't be afraid to say that you have a vacation scheduled, etc., or that you can start immediately.

82. Be flexible on salary. When asked what you're expecting, a good answer for a new grad is that you're hoping for at least fair entry level wages, with performance bonuses. You might even say that you're willing to accept stock options, especially at a startup.

83. Ask for the job. If the interview goes well and you think you want to work there, ask for the job. Say something like, "Well this sounds like a very interesting job and I'd love to work here." Do this when they offer their handshake goodbye. If they like you, you'll be asked back for a second interview, or you might get offered the job right there.

84. Say thank you. Thank the interviewer and the receptionist, etc.

85. Be patient, part 2. As you're leaving, ask about the selection process and when you might hear back. If there's more than one position, you might hear back sooner. You might get more than one interview, but that may require sign-off from someone on vacation.

86. Follow up on each interview. Experts offer differing opinions on this. If in doubt, call reception and ask their suggestions, especially if you haven't heard back within two weeks.

87. Keep an interview log. It'll help you track the state of each application (sent application, pending interview, interview complete, followed up, rejected, etc.). Include dates.

88. Keep learning. An advanced degree may help your career, but you can also learn without returning to school. Many large universities are offering their courses free online.

Interim Management Jobs - Future Predications

In today's economic climate many interims will be wondering what is going to happen to the demand for interim management. Will this demand fall by the wayside, cut alongside so many other budgets? Or will interest in interim management increase?

The challenges business face, linked to the uncertainty, particularly following such a positive growth cycle, corporates will find it hard to relinquish the feel good factor of recent successes in growth. Faced with these challenges executive teams will be wanting to examine every way in which, on the one hand they can contain costs and limit ongoing financial commitment, whilst on the other, they want to see the result continue to come in. It is here that the secret in the future success of interim management lies.

In times of difficulty interim managers offer direct and highly relevant focused expertise to deliver business critical projects. The challenge at this point is to know where to go and who to look for. In who to look for this doesn't't specifically relate to a name unless of course the individual has built a very high profile as a 'guru' in their subject. In this instance, who to look for means defining the actual characteristics of the individuals experience and capabilities and directly linking these to the 'fail safe' delivery of business critical projects.

For interim managers wanting to secure their future, in what is a very different market, they need to address their marketing and in particular their networking skills. In the UK it is estimated that the interim management market is worth in the region of £1 billion and of this some £650 million is generated through individual interim managers marketing and networking effort.

So the message from this can be that the market is about to change positively for interim management but personal marketing and promotion will never be as important as it is now.

In the opinion of Intramezzo we see the market levelling, but not declining, prior to a continual growth period derived from a different style of marketing message but linked with much more effective marketing and business development processes.

Intramezzo is one of the UK's leading senior executive talent providers with both an interim and a permanent search practice and with over 7 years experience in this sector.

Interim Managers – The Dynamic Demographic

Forget the corporate ladder, increasing numbers of the most talented in the workforce are moving into the interim management market. Moreover, interim management as a career option is fast losing the ‘pale, male and stale’ reputation that was held ten or so years ago. The new generation of interim managers reflect a younger, more dynamic demographic. Those with talent have a wider arena to excel and succeed, regardless of age or gender.

The previous perception – that most interim managers were males, close to retirement age who wanted more time on the golf course and less time in the office, whilst still earning enough to pay for long lunches at the nineteenth hole – is now as outmoded as plus fours. With talent and skills in ever-increasing demand, interim management opens up the perfect playground to be recognised for key skills, whilst gaining a range of valuable experiences, and opportunities that might have been withheld in the past.

More women are taking the interim route, recognising that there are key advantages to this freelance option. For women juggling a career with child-care obligations, interim management creates greater opportunities to have more control over home/work balance, or at least feel that they are able to prioritise their needs on their terms to a greater extent. For example, timing the end of an assignment to coincide with long summer holidays offers an option to take time out without jeopardising a career. There is also a growing recognition that some key elements of interim contracts can be undertaken at home, without the need to spend weeks in a hotel. So, it’s clear to see why a growing number of talented women are stepping in to this market.

There is, of course, a downside. As anyone who is essentially self-employed knows, life can feel precarious until the next work contract is negotiated. However, as more women step into interim management, they are also finding that it can provide a faster route to promotion and pushing the ‘glass ceiling’ of upper management, than remaining with one employer. Since interim managers are ‘judged’ purely on skills and expertise, many office bound prejudices lose momentum. What a relief to be free from office politics, or judgement about potential maternity leave and to be respected purely for the skills that you bring to an assignment.

With a recognised ‘war for talent’ acknowledged in every board room it’s not just women who are reaping the rewards as interim managers. As a career path, it can offer greater potential for those with drive and ambition, regardless of age. Talented thirty somethings can build an impressive CV, without stepping on toes; undertaking an assignment with a clear remit, won’t pose a threat to the established workforce, as, after all, they are only temporary.

Interim management is here to stay and doing well, in part, as a direct result of shaking up traditional corporate demographics. Perhaps the only threat it might pose is to the ‘old boys’ on the golf course.

Interim Executive Management jobs are a popular career choice

Interim management is a career for those who enjoy a job with challenges and for those who like change. The very nature of an interim management job will require an interim manager to possess both of these qualities.

An interim manager, often called an interim executive will be subject to a variety of challenging, enhancing and intensive experiences with exposure to different industries, products and processes, organizational structures and cultural styles.

An Interim Management job typically will bring a greater choice of working hours from part-time or full-time work to the flexibility of home working or on site. Organizational politics tend to be less of an issue for an interim manager as they are not a permanent employee.

Interim management in the UK is now worth an estimated £1bn in terms of the value of fees spent on interim managers. Furthermore, there is a growing trend for interim managers used in more strategic leadership and change management jobs rather than just for short-term gap filling. Reasons for this increase include savings in time and money, important in any business.

Government change has introduced new initiatives and targets that many departments have struggled to cope with. Interim managers address this shortfall and are being used to support and mentor delivery teams through a process of change. Interim managers bring in experience and clarity to high-pressure situations, providing guidance and direction for organisations coping with change.

In days gone by, external agencies and consultancies helped with this shortfall but high costs and disappointing results put many organizations off using them and are now far less popular.

The main difference between what an interim manager can offer as opposed to using external consultancy is experience. Interim Executives are experienced executives who join the senior management team to help the organisation meet targets. Interim managers influence from within rather than the consultancy model based upon external advice. An interim manager will become part of the organisation providing clarity and guidance that can have an immediate impact.

Speed and cost of hire are significant factors, particularly in the cost-conscious public sector as with many businesses. Interim managers will fit into the team quickly without the expensive recruitment process normally associated with hiring at a senior level.

An interim manager will be required to hit the ground running, complete their assignment and then leave. With fees that typically ranging between £500 and £1500 a day, interim managers can often be far more cost-effective than external consultancies.

The different types of job roles that interim managers are being hired for reflects their growing versatility. HR still remains the single most common job function with more than 1 in 4 of interim managers but interim managers are increasingly being used within finance, marketing, IT and senior board-level positions.

Interim management is often incorrectly perceived as a reactive response to organisational failure. It appears that a new breed of interim managers are emerging who have transferable leadership skills that can be applied across all sectors. The implication is that the interim management industry is evolving to become a profession in its own right.

Interim Management - Riders On The Storm

Unless you’ve been hiding under the bed in recent months it’s difficult to escape rumours that we might be heading for a recession. As ripples from the collapse in US subprime mortgage markets reach our shores, pundits predict that we’re heading into economic downturn.

But, it’s not necessarily gloom and doom for everyone. Huge corporate shake-ups following the last recession could, ironically, help those in executive jobs should the economy nosedive. It’s a familiar scenario; when economics falter, hiring freezes, particularly at the top end of the corporate market. However, whilst companies might not be able to justify employing permanent executives or recruiting managers, they are increasingly turning to the considerable pool of talent offered by the growth of the interim management phenomenon.

The past twenty years have seen the rise and rise of recruitment agencies, but they are no longer simply there to provide temps and secretarial staff. In the same way that ‘premium’ lagers have flooded pubs and bars throughout the land, so too is the top end market of executive recruiters on the up.

More than ever, those with managerial expertise and a proven track record in senior executive jobs are branching out and selling their skills as interim managers. A growing number of top-level managers disillusioned with corporate politics, or simply looking for new and dynamic challenges, now offer their services to companies on a ‘quick fix’ basis, stepping in to a company for a time specific period, with a focused remit and paid on a daily rate.

Just as those not yet on the property ladder quietly hope to benefit from falling house prices in a recession, likewise many with experience in senior executive jobs can look forward to becoming ever more in demand. Similarly, companies specialising in executive recruitment might be among the few businesses looking forward to economic boom rather than crash. This is because, it’s highly probable companies will turn to a recruitment agency rather than a lengthy interview process to find an interim executive to light the corporate way in times of change.

So what’s in it for those looking to step into interim management? Isn’t there the chance that they’ll be seen as somehow not quite good enough to hold down a permanent position or simply be left with no stable career and a fragmented CV? Actually, as growing numbers are realising, developing a career in interim management flips this notion on it’s head; the more diverse your experience, the more in employable you will be. Experience in a range of interim projects can actually add to your value. Those moving into executive interim management quickly realise that if they are able to hit the ground running for their client and fulfil their brief within the required time period, they will probably be in constant employment.

Employing an interim executive is a smart move for companies too. Employers are fast coming to recognise that when they hand over interim assignments the whole job gets done and is seen through from idea to implementation. Over time this concept is emerging as a more cost effective solution than a costly series of consultant recommendations, restrained by the ethos of the consultancy agency rather than the specific needs of a business. There are further advantages, since in the world of interim executive recruitment there is no need for severance or sick pay. It’s estimated that a third of most senior executives working hours are spent developing staff relationships and morale. However, there’s no need for an interim senior executive to worry about this side of the job, and they clearly present no major threat to those eyeing up the next rung of the career ladder within a company.

It is true that a successful interim manager will be highly skilled not only in terms of business acumen, but also their ability to network, nurture trust and develop relationships fast. However, these skills are a far cry from negotiating the minefield that office politics can present on a long-term basis. It’s far easier to learn to play to peoples’ strengths over a short period of time than to worry about what was said by so and so at the last office party and why it mattered so much.

Perhaps one of the biggest reasons for the good and the great to go solo onto the interim stage is that it’s now acknowledged that the single most valuable commodity for any company is talent. As the phrase ‘war for talent’ slips into every corporate conversation, those who know that they can deliver the goods and are, to put it bluntly, damn good at their job, will be in ever-greater demand. Strategies can be copied, capital can be raised, but there is no replacement for dynamic, bright and forward thinking minds moving a company forward

So, with storm clouds of a global recession gathering on the horizon, the time has never looked better for those sniffing out the best that they can get in the fast paced world of the executive job search. True, companies face hiring freezes, but simultaneously they are clamouring for a taste of ‘talent’ and the kudos this will bring to the company. Rather than sit and worry about cut backs and the possibility of redundancy if recession hits, many are recognising the potential of the surge in executive interim recruitment and the advantages it offers.

It’s no great surprise that as internet speeds get ever faster and technology accelerates, the business world mirrors this increased pace of life. We want more, and we want it now. Interim management opens up endless possibilities for flexibility and movement – how appropriate in the context of a global online community. In the coming years those with talent and energy will become an ever-greater force to be reckoned with and they will be able to ride out whatever economic storms we face with ease. Possibly a more attractive proposition for many than receiving a carriage clock for years of devoted service with one company.

Interim Manager or Temporary Manager?

Today, rapid change is all around us and is part of life. Industry requires a more highly skilled and adaptable work-force who can bring with them experience and change. As a result, the demand for interim management is growing rapidly on an annual basis. However, in contradiction to this, a recent poll indicates that more than half of CEOs have never used the services of interim managers and there remains a significant amount of confusion about what interim managers are and how they differ from temporary managers.


Temporary Managers

Temporary managers are predominately in between permanent roles and will be interested in opportunities that are likely to stretch them and thus adding weight to their CV that will improve their chances of success within a permanent role next time around. This may result in a higher risk for clients; and a longer time until value starts to be delivered.
Whilst they may be fine working within an industry they have several years experience within, the question remains “how will they fare in an entirely different place without their usual “support systems”?

Let’s rephrase the question to, how credible will they be? Will you be able to trust and rely upon them to represent you appropriately, not only within your business but more importantly to your customers or suppliers? Are their interpersonal skills up to it? Will they deliver the results?


Interim Managers

In contrast to temporary managers, interim managers are senior executive managers who are immediately available. They have become interim managers as a career choice and are therefore independent, highly flexible individuals who run their own companies and operate with professional indemnity insurance. They are un-biased by company politics and must have outstanding communication and interpersonal skills to successfully deliver results in a wide variety of different organisations. Their credibility and technical expertise has to be unquestionable because they’re expected to “hit the deck running” and deliver results not just recommendations. Some say they are senior executives and consultants ‘all rolled into one!’

Since interim managers can cost anywhere between £500 to £1000 per day and interim management assignments can last anytime from three months to two years, clients and interim management service providers alike cannot afford to take risks. In fact, only individuals who have track records that demonstrate they have the ability to thrive in fresh environments and deliver an excellent return on clients’ investments are taken seriously.
Interim management assignments are therefore more likely to be higher risk / higher value / higher profile roles. For example often organisations utilise interims when they need immediate support for turnarounds or when there is a sudden departure of a key executive; or perhaps to release others for non-routine tasks as the business goes through a period of discontinuity.

Often though, interim managers are brought in because of their track record for delivering improvements in their particular specialist discipline or industry; for example to deliver synergies following an acquisition or merger or to introduce best practise processes and organisational structures.


Women Interim Managers

Traditionally considered a lucrative refuge for older, mostly male executives, interim management is in fact fast becoming the career of choice for female executives. A recent study reports that the percentage of women between 25 and 39 age group going into interim management was four and a half times larger than men of the same age group.
Female interims seem to find it easy to find regular assignments, with 30 per cent more women in work for more than 170 days per annum than their male counterparts. They also enjoyed greater equality of pay than was typically found in the mainstream workplace, with very little variation in hourly rates between the sexes.

The survey shows that the benefits of interim management seem to be very attractive to women. The flexibility and equality of pay add to the attraction of a stimulating and varied career in which executives have a direct impact upon the value of a business.

Asked about barriers to success, almost half of the respondents cited internal politics as their major gripe, followed by the setting of unrealistic goals or timeframes by the companies that employed them.

Interims seemed to adapt to these weaknesses by redefining the briefs on arrival. In fact, the survey revealed that 57 per cent always or often redefined a brief, with just 5 per cent saying they never did so.

Interim Managers, the survey calculated, boosted the UK economy by £6 billion, with more than half of those polled classing their most recent role as transformational, or working to bring about a major change or turnaround within a company.

Just 16 per cent classified their role as "cover" for an existing role. More than a third of those whose role was transformational unlocked between £1 million and £5 million and 20 per cent unlocked more than £5 million for the company in which they most recently worked. The average assignment cost to a business is £120,000, it added.


Conclusion

Temporary managers may be appropriate for lower risk projects, but there is a big difference between temporary and interim managers.

Interim managers are executive ‘big hitters’ with more women choosing interim management as a career choice. Interim managers will have the necessary track records of delivering results and specializing in high value / high risk assignments. They are very practical “hands on” “get the job done” style and even though more expensive than temporary managers, for higher profile projects they are a low-risk solution when it comes to implementing change.


Interim Management Useful Resources

Interim Management Recruitment

Interim Management Association

Ten Keys to a Successful Job Search

1. Take stock - (Know Yourself)

If you know your strengths and weaknesses and what you want in a career, then you have a much better chance of finding your perfect job. Finding that dream position starts with understanding your personality, values and what drives you.

Taking a career and personality assessment is a huge first step towards optimizing your personal career path. TheMyers-Briggs Type Indicator assessment is the most widely used personality instrument. More than 2 million worldwide assessments are performed each year by job seekers, professionals, and organizations, including 89 of the Fortune 100.

Take a personality test (many are free online) now to find out what motivates you and find the perfect job today.

2. Networking - (Know others)

Many jobs are obtained through networking. It is a very important tool for job seekers and is an extremely fast and effective way to find your next job or career. While many employers advertise open positions on internet job boards like Total Jobs and Monster, you should find out about the hidden job market as well by talking to as many people as possible and letting them know you are looking for a job.

3. Accomplishment oriented resume - (Know how to write it well)

The purpose of a resume is not to get you a job, but to land an interview. An organized, industry-specific and accomplishment-oriented resume will get employers to take notice. In today's hyper-competitive job market, you simply cannot afford to send out a resume that is less than perfect.

4. Job proposal - (Know your value)

Get the attention of decision-makers at a company through a Job proposal. It's a one or two page business plan that is intended to get you an interview with the decision-maker of a targeted prospective employer.

While a resume tells someone what you have done in the past, a job proposal shows in some detail what you are going to do for the company down the road. Specifically, it lays out how you will help them achieve their vision of success. It generally explains the vision you have for a new product or service, how to enhance an existing program, or why to implement a new process. It may also outline your plan to increase company sales or improve accounts receivable. When you challenge the relevance of traditional job search strategies and begin utilizing tools and techniques that clearly distinguish you from the pack, most anything is possible, including winning a dream job with a great company during a down economy.

5. Industry Knowledge - (Know your market)

During your job search, it is imperative to show initiative and drive while continually looking to improve your industry knowledge. In today's competitive job market, staying up-to-date on your industry is crucial to your future success. To be a truly outstanding business professional, you must not only understand trends and developments in your own industry, but the trends and developments in an average consumer's industry.

6. Research - (Know the players)

There is no substitute for hard work and research. Knowing which companies are hiring in your area is only half the battle. Take your search to another level by getting access to key contacts, decision makers, and hiring managers. Check out sites like Hoovers.com to gain access to these types of lists. You can visit CareerConsultation.com for more information regarding customized research to meet your needs.

7. Interviewing - (Know how to communicate)

The biggest mistake in interviewing is not being fully prepared. It is crucial for job-seekers to use every conceivable means possible to prepare for an interview and to allow ample time to fully prepare. Understand that interviewing is a skill; as with all skills, preparation and practice enhance the quality of that skill. Preparation can make the difference between getting an offer and getting rejected.

Practice Answering These Commonly-Asked Interview Questions: 1. Tell me about yourself. 2. Where do you expect to be in five years? 3. Describe a work-related problem you had to face recently. What did you do to deal with it? 4. What are your strengths? Weaknesses?

8. Marketing - (Know how to sell yourself)

An interactive marketing portfolio of yourself pulls together your accomplishments, education, experience and awards in one place. It is a highly-effective job-hunting tool that you develop that gives employers a complete picture of who you are - your experience, your education, your accomplishments, your skill sets, and what you have the potential to become - much more than just a cover letter and resume can provide. You can use your career portfolio in job interviews to showcase a point, to illustrate the depth of your skills and experience, or to use as a tool to get a second interview. The best kinds of portfolios can be built and distributed to employers through the internet.

9. Background Check - (Know your history)

With thousands of resumes to choose from, employers often select from pre-screened candidates first, as these job seekers appear more serious in their job quest and commitment. Pre-screening by the job seeker saves the employer valuable time and money, and places pre-screened candidates ahead of the competition.

10. Learning never ends - (Know more)

The investment of time and money in continuing your education sends a powerful message to prospective employers that you are serious about improving your skills and abilities. Employers are more likely to hire candidates that show the desire and commitment for lifelong learning. Whether it's a certificate program, associates, bachelors, or masters degree, there is a program to fit your lifestyle, schedule and budget.

Interim Management past, present and future

Increasingly UK companies are now using the services of Interim Management companies to provide their businesses with 'best practise'. By using the experience of an interim manager, companies can become leaner and fitter in a shorter period of time.

Somebody once said that there will be more change in the next five years than there has been during the past 50 and against a background of a volatile global economy and a massive slowdown in business globalisation, it's not hard to agree.

Change is good in many instances and can provide businesses with the opportunity to explore new directions, enter new markets or open the possibility to merge with a competitor to increase overall market standing. It can, in some cases, even be the key to survival. In fact, most successful enterprises are in a constant state of change - if they are not in transition then they are stagnating.

However, change can also cause major business headaches, especially if there are not enough in-house resources to help facilitate the change process and therefore often requires that the permanent management team needs to be augmented with specialists.

Making sure a business has the right caliber of senior executives with the skills and experience to develop the product or service while at the same time managing the company can be a difficult if not impossible task anyway. As a result, many forward-thinking organisations are now turning towards interim management as the perfect solution to the problem.

Interim management history
While interim management as a recognisable service began in the 1970’s in Netherlands in response to restrictive Dutch labour laws, it only began to gain momentum in the UK a decade later and although the service has developed rapidly during the past few years, its development has not been in the media spotlight. The result is that many organisations and individuals are only now coming across the concept for the first time.

Despite having a low profile, conservative estimates put the current UK spend on IMs at more than £400million per annum, of which in excess of 70% is being spent on the services of individuals networking directly with others. It is estimated an interim manager working in the UK is paid an average of between £500-600 per day and earns over £70K per annum for just six months work.

What is interim management?
Interim management is the temporary provision of additional management resources and skills. Interim management can be seen as the short-term assignment of a proven heavyweight interim executive manager to manage a period of transition, crisis or change within a company. In this situation, a permanent role may be unnecessary or impossible to find at short notice. Additionally, there may be nobody internally who is suitable for, or available to take up, the position in question.

Interim Managers are hands-on executives, managers and consultants with substantial experience and a proven track record. And far from being 'has-beens' or 'in between jobs', modern IMs have chosen interim management as a career that offers unequalled challenges and satisfactions.

What do interim managers do?
Interim managers can be used to manage a project or a business change, give additional support to implement a business opportunity, provide support when existing management is absent or fully-stretched, or to simply improve overall business performance.

Another crucial benefit is that an interim manager can focus exclusively on the task in hand and can mentor and coach as well as manage unlike many in-house senior executives who have no hidden political agenda.

Interim Management Jobs
Interim managers were once exclusively used by the larger companies to aid in company turnaround or implement business re-structuring but businesses of all types from both the public and private sector are now exploring the benefits of interim management

An interim manager can be full time or part time and for as long as you need. They can also perform a wide range of job functions in all industry sectors and often operate as non-executive directors.

In addition, the cost of hiring an interim manager is tangible and only temporary. This makes the 'interim' proposition a very attractive strategy.

In the UK there are now many recruitment companies offering interim management such as Intramezzo and Veredus.

Why use interim managers?
Typical reasons for using an interim manager include:

• Company turnaround and business restructuring e.g. 'Company Doctor
• Introduction of change management
• To bridge a 'gap' to cover for maternity, secondment etc
• To provide additional resources when companies need it most such as through periods of dramatic growth or the building of company infrastructure
• As a 'safe pair of hands' whilst the replacement of a permanent member of staff is sought following their sudden departure
• As a project manager to manage a transition e.g. introduction of new business systems etc.

Not only are interim managers remarkably cost-effective in terms of delivering results to your business but their use can also substantially reduce the traditionally start-up and on-going costs and risk to a business. There are no agency commissions usually payable for finding new staff.

No company cars to supply. No share schemes to manage and no golden handshakes to finance once the IM has successfully fulfilled their role. Interim managers are also totally flexible and they can work full time or part time and their contract can be lengthened to meet the demands of your business with no hidden penalties.

You pay an inclusive fee for an Interim Manager and other than daily travel and accommodation expenses where appropriate, there are no other costs. In addition, you only pay for the days actually worked. This compares favorably on a day to day basis with the cost of a permanent manager, particularly when you take into account the cost of NI, pension, holidays, sickness, contractual costs, PAYE and recruitment costs.

Conclusion
As many businesses are only just now discovering the benefits that interim management can provide, the industry itself has a long way to go in the way it provides a service and the perceived benefits of these services. However, it's clearly a superb 21st Century management tool and in the current climate of change and uncertainly there has never been a better time to discover what benefits a quality interim management can bring to your business.