JHadley Profile and Articles

Display by: Popularity | Title

1). Ageism and Interim Management
There is a tendency to assume that employers veer towards people with less experience in the market place. Why is that? Do they consider the mature applicant to be less flexible, less driven and less technologically aware? It would be naive to think that age isn't taken into account, when employers are looking at a prospective applicant. However the.

2). How to Select an Interim Manager / Executive
The key questions a client should ask a prospective ‘Interim Specialist’ when selecting a suitable, potential ‘Interim Candidate’ is :-

1) Are they a specialist service or merely an ‘add-on’ to a permanent recruitment or management consultancy ? How long has the service been operating ?
2) How many successful Interim Executive Management’ placements.

3). Smaller Businesses & The Executive Interim
It would be appropriate to assume that the management challenges faced by both the smalleer and medium-sized companies (SME's ) would differ from those faced by larger organisations.
It is therefore necessary for 'Interims@ to understand the obvious subtle differences.

Managing what you own is a very different experience from managing something essentially owned by someone else.

4). SURVEYS and INTERIM MANAGEMENT
Research Undertaken into ‘Interim Management’

The most important factors in choosing an ‘Interim Management’ provider were said to be such aspects as:- industry knowledge, track record efficiency, cost and lastly being recommended. Respondents were also asked :- ‘How they viewed Interim Management as a resourcing option, now and as a resource in the future?’ On a scale of 1-5 (one being most important ) users rated it’s current importance at 2.

5). Temporary Manager or Interim Manager – Which?
To some there's no difference at all, but to those who understand the differences between interim managers and temporary managers, the benefits are substantial.

6). The Client's Perspective on 'Interim Management'
Human Resources Directors ‘ getting to grips ‘ with the idea of ‘Interim Management’ as a resource strategy.

Many HR Directors are becoming increasingly aware of the value of having ‘Interim Managers/ Executives’ as a vital resource for their business. Examples include such activities as:- Being a Managing Director of a business that required strong.

7). The Interim Manager's / Executive's Role
Despite being an absolutely superb resource for many companies 'Interim Management' has an identity problem. In a 'Mori' pole survey in 2001, when U.K business leaders in large conmpanies were questioned, astonishingly, the majority maintained that they had never utilised an Executive Interim Manager. The proportion is significant including such 'Captains of Industry' as Chairmen, CEO's and Managing Directors, representing some of the U.

8). Think Long & Hard About Offshoring
The rewards from offshoring can be dramatic, but the risks involved can be just as great. How should your organisation approach offshoring so that its a resounding success?

9). What it Takes to be a Good Interim Manager / Executive
The essential qualities needed to be a successful and indeed effective ‘Interim.’

The concept of ‘Interim Managers’ is still a mystery and they are often asked why they would wish to take on such an uncertain way of life. It does appear to be a ‘calling.’ They are obviously not interested in a routine existence and of course there is hunger for a challenge to change the state of things.