Making a difference
Bernadette Marjoram is committed to interim management in local government. She has worked as acting chief executive and is currently part of a corporate change team at the London Borough of Tower Hamlets council. "I enjoy the opportunity it gives to build organisational capacity and capability, and therefore sustain long-term change within organisations," she says. "It is important to build a legacy that is there long after you leave. This gives me great personal and professional satisfaction."
Moving up the career ladder
Interim management can be used to enhance your career prospects if you aim to go back into full-time employment after a spell on the interim circuit. This tends to happen more at the high-flier end of the market, says Raj Tulsiani, managing director of Penna Interim Executive. "They may be people who are at divisional director level and want to move up to the next level," he says. "So we will seek positions that allow them to gain the experience they need."
Working for yourself
Interims are self-employed and many operate as small businesses. "People get a sense of achievement out of working for themselves," says Graham Bird, director of interim and strategic resourcing at HR consultancy Chiumento. "There is a direct correlation between what you put in and what you get out. You are rewarded directly according to your skills and experience."
Unlike consultants, interims must become part of the company, but can retain a degree of independence. This means they can focus on the task at hand rather than getting bogged down by office politics. Pauline Jas is author of the report, Role of Interim Management in Local Authorities Recovering from Poor Performance, published by the Office of the Deputy Prime Minister. She interviewed several interim managers during her research. While they enjoyed their assignments, some said working for some organisations reinforced why they had decided to become interim managers. She recalls that one said, "It reminded me of why I loved being a director, but also why I do not want to do it permanently any more."
Challenge and variety
Bob Harper became an interim manager five years ago after being made redundant by a utility company. He has worked as an interim across all sectors in a variety of project-based and operational HR ro