The UK interim management market is reported to be worth an estimated £560 million a year and growing. Its uses have stretched from filling vacancies to project management and the transition of change. It is now a career of choice for many more women and younger professionals. But is it the right path for your organisation?

Some organisations are tempted to use interims because of the benefits they provide compared to the use of other staff options or management consultants. Generally an interim manager will have a proven track record in their field with expertise which may not be readily available in the traditional temporary workers’ market. The cost of acquiring these skills can be more competitive than consultants, especially as interims are in-house providers, whereas, an external consultant has their own interests which could conflict financially. Interims are also integrated much deeper into the organisation and are likely to take on more ownership, being responsible for implementing the changes you require and willing to undertake other typical duties.

An interim position is ideally suited to a short term business need which requires a specific skill set. They can be used to fill a gap when a member of staff leaves pending a replacement, but you should not necessarily assume the interim will want a permanent role! Although some may use it as a stepping stone to a longer term opportunity, for others freelancing is their career of choice providing work life balance and financial stability. According to leading interim management providers, Russom GMS, a typical interim manager will work for approximately two thirds of a year with an average day rate of £548.

This could explain the survey findings of the Interim Management Association which revealed that gap management was now one of the least used reasons for hiring an interim behind:

To make sure a decision to appoint an interim is the right one, you should identify at the outset exactly what you are expecting the person to deliver and if this is best achieved by an interim:

• Do you want advice and/or someone who can implement recommendations?
• Ask yourself what degree of commitment you require in terms of presence, duration and responsibility?
• Are the skills you need available elsewhere and can you wait?

If you decide an interim is the solution, the answers to these questions should help you to establish clear objectives for the assignment and identify the level of knowledge and skills you require to ensure the appointment is successful.

Recruiting the interim shouldn’t be too difficult. A growing number of employment agencies now source interim positions and there is an emergence of specialist interim providers. However, it is worth contacting your networks, as opportunities are often filled by word of mouth through people who can vouch for the quality and reliability of the individual. As well as checking you are getting the right technical abilities, your interim is likely to need to possess strong interpersonal and communication skills, management or leadership qualities and be capable of establishing immediate credibility. Personal characteristics to look for are a "can do" attitude, flexibility, initiative and a task and results orientation.

To increase the effectiveness of the interim, you should give them a proper induction into the organisation and make sure they are aware of their responsibilities and parameters. Provide them with an appropriate level of support and other resources throughout the assignment. However, it is worth remembering the success of the appointment depends not only on what the interim achieves but also on the longer term measures you adopt following their departure. The opportunity will have been wasted if the interim’s accomplishments are not sustained.

Hiring an interim manager can be a bit like playing hide and seek. One minute they are in front of you and the next minute they are gone! But a successful interim will have left a foot print on the organisation, so you know where they’ve been.