People rarely think of ‘interim management’ as a permanent job. All too often, the role continues to be associated with uncertainty and temporariness. Yet the majority of interim managers themselves harbour no desire whatsoever to return to a permanent role. Robert Half took a closer look at this supposed contradiction.
Our recent survey of interim managers revealed that 60% of them had either consciously left a permanent position to start working as an interim manager, or didn’t want to become a cog in the corporate wheel again following a restructuring or dismissal. Only one in ten would ever consider taking on a permanent job again. A whopping 85% deems the prospect ‘unlikely’.
Variation and challenge
Interim managers get to work on diverse projects and assignments at a range of different organisations. They enjoy variation and challenge, which means they never get stuck in a rut and can make optimal use of their knowledge and experience.
Flexibility and independence
Interim managers tend to have greater control over their work schedule and can freely decide which assignments to take on and for how long. This injects a degree of flexibility and autonomy into their career, which makes it easier for them to align their work with their personal needs and preferences. For many, this independence is more important than the security a permanent job offers.
Competitive remuneration
Interim managers are often paid an attractive and competitive salary that reflects their expertise and experience. This can result in a higher income than in a permanent job, especially when the person in question has sought-after specialist skills.
Greater impact and satisfaction
Interim managers can quickly make a real impact at the organisations they work for by tackling complex challenges, implementing changes, or successfully wrapping up projects. This can result in a sense of satisfaction they might not have experienced in a permanent job.
Our survey shows that interim management projects tend to last an average of 12 to 24 months. Two-thirds of the interim managers we surveyed were working full-time on a project. Afterwards, one in five land a new assignment within the next two weeks, four in ten within a month. To find new projects, half turn to a service provider like Robert Half. A quarter of all respondents finds new assignments via their own network, while just under 15% do so via LinkedIn. The more experience people acquire, the quicker they tend to find new projects.
In short, the uncertainty and temporariness people tend to associate with interim management are just relative. Sure, interim projects and assignments don’t last forever. But interim managers are rarely out of work and tend to swiftly land new and exciting assignments. This is partly why they often have no interest in returning to a permanent job.
Download the report on interim management and discover the profile of a Belgian interim manager, the must-have skills and expertise for interim managers, and the current trends in interim management.
