Interim Management Services: A Strategic Solution for Modern Business Challenges

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Interim Management Services: A Strategic Solution for Modern Business Challenges

Interim management is no longer just a temporary fix—it has become a strategic tool for businesses navigating periods of uncertainty, transformation, and growth.

As organisations face increasing complexity and volatility, the need for experienced, adaptable leaders who can deliver results quickly has never been greater.

As a specialist in interim management services and leadership resourcing, I’ve seen firsthand the transformative impact that interim leaders can have on organisations. With years of experience placing skilled professionals into roles where they deliver immediate value, I believe interim management offers more than just a stopgap—it’s a strategic tool that can protect businesses, enhance outcomes, and drive long-term success.

One area where interim management services truly excels is when businesses engage with large consultancies. While consultancies bring strategic frameworks and high-level expertise, interim managers can act as a layer of protection for the business, ensuring governance, managing delivery, and providing detailed, in-the-trenches knowledge that is often missing internally.

This combination of strategy and execution can mean the difference between a project that merely looks good on paper and one that delivers tangible results.

What Is Interim Management Services?

Interim management services involves placing experienced leaders into businesses on a short-term basis, typically to address a specific challenge, project, or leadership gap. Unlike consultants, who often provide recommendations without direct accountability, interim managers are embedded within organisations, taking ownership of outcomes and driving change from within.

Interims are often overqualified for the roles they fill, meaning they can make an immediate impact without the steep learning curve a permanent hire might require. Their remit is focused on delivering value quickly, which makes them especially useful in situations where time is of the essence.

The Growing Need for Interim Management Services

The interim management market has evolved significantly in recent years, driven by several key factors:

  1. Business Complexity and Uncertainty
  • The pace of change in today’s business environment—from technological disruption to geopolitical events—requires organisations to be agile and adaptive.
  • Interim managers bring expertise and a fresh perspective to help businesses navigate uncertainty, whether it’s a supply chain crisis or a need for digital transformation.
  1. Leadership Gaps
  • With executive turnover increasing and recruitment for senior positions often taking months, interim managers are an effective solution for bridging these gaps.
  • Organisations can maintain stability and momentum while searching for a permanent hire.
  1. Increasingly Specialist Needs
  • Many businesses face challenges that require niche expertise, such as M&A activity, regulatory compliance, ESG initiatives, or digital innovation.
  • Interims are often specialists in their fields, bringing targeted knowledge to deliver specific outcomes.
  1. Cost-Effective Expertise
  • Hiring an interim manager can be significantly more cost-effective than engaging a large consultancy or hiring a permanent executive for a short-term need.
  • Businesses pay for expertise only when they need it, avoiding long-term salary and benefits commitments.
  • Day rates can seem high but when you factor in PAYE costs and total compensation package for an Exec member – quite often there is not as much disparity as you might think

Key Scenarios Where Interim Management Excels

  1. Transformation Projects

When businesses undergo major change—whether it’s a digital transformation, restructuring, or merger—they often need experienced leaders to guide the process. Interim managers can focus entirely on delivering these projects without the distractions of daily operational responsibilities.

Example:
A multinational organisation implementing a global ERP system brought in an interim Programme Director to oversee the rollout. The interim leader ensured the project was delivered on time and under budget, while also training internal teams for ongoing support.

  1. Crisis Management

Interim managers are often called in to stabilise businesses during crises, such as financial difficulties, operational failures, or reputational damage. Their experience in high-pressure situations enables them to act decisively and restore order.

Example:
A retailer facing declining sales brought in an interim Chief Commercial Officer to restructure their product offering and renegotiate supplier contracts. Within six months, profitability had increased, and the business regained market confidence.

  1. Organisational Restructuring

In times of downsizing, reorganisation, or outsourcing, interim managers can lead the process with sensitivity and efficiency. They ensure critical transitions are managed effectively, while minimising disruption to the business.

Example:
An organisation outsourcing its customer service operations engaged an interim Change Director to manage the stabilisation phase and TUPE transfer of 500 employees. The interim ensured compliance and maintained service quality throughout the transition.

  1. Specialist Expertise for Short-Term Needs

Businesses often face one-off challenges where specific expertise is required, such as adhering to new regulations or launching a product in a new market.

Example:
A financial services company adapting to new ESG reporting standards hired an interim Compliance Officer to implement the necessary changes. The interim’s work ensured full compliance ahead of regulatory deadlines.

How Interim Management Services Fits into the Broader Market

  1. Complementing Big Consultancies

While large consultancies excel at providing strategic advice, they often lack the hands-on capability to execute their recommendations. This is where interim managers shine—they take ownership of delivery and ensure plans are implemented effectively.

Example:
A consultancy might design a new shared services model for an organisation, but an interim Shared Services Director can implement it, embed new processes, and train internal teams for ongoing success.

  1. Filling the Gap in Talent Markets

Interim management services is increasingly filling a gap in the talent market as organisations face challenges in hiring permanent executives. With the time-to-hire for senior roles often exceeding six months, interim managers provide a vital bridge, ensuring business continuity.

  1. Rising Demand for Flexibility

As businesses embrace more flexible working models, interim management aligns with the growing trend toward agile resourcing. Organisations can scale their leadership resources up or down as needed, avoiding long-term commitments.

The Interim Management Services Landscape: Trends and Insights

The market for interim management services is expected to grow significantly in the coming years, driven by the following trends:

  • Increased Adoption Across Sectors: While traditionally popular in industries like finance and manufacturing, interim management is now being embraced by sectors such as tech, healthcare, and non-profits.
  • Demand for Niche Expertise: Skills in areas like ESG, digital transformation, and supply chain optimisation are in high demand, with interims often providing the critical expertise organisations lack in-house.
  • Globalisation of Talent: With remote working now the norm, organisations are tapping into global interim talent pools to find the best expertise, regardless of location.

Challenges in the Interim Market

Despite its benefits, the interim management services market is not without challenges:

  • Finding the Right Fit: Matching the right interim to the organisation’s needs and culture can be complex, requiring careful selection and vetting.
  • Perception as Temporary Fixes: Some organisations still see interims as short-term problem solvers, rather than strategic assets capable of delivering long-term value.
  • Balancing Costs and Value: While interim managers are cost-effective compared to permanent hires, their day rates can be high, making them less accessible for smaller organisations.

The Strategic Role of Interim Management Services

Interim management is no longer just about plugging gaps—it’s about driving strategic outcomes, delivering expertise, and providing businesses with the agility to thrive in challenging environments. As the market continues to evolve, organisations that embrace interim talent as part of their broader resourcing strategy will be better equipped to navigate the complexities of modern business.

For businesses considering interim management, the key is to focus on finding the right talent for the right situation. With the right interim leader, even the most daunting challenges can become opportunities for growth and transformation.

 

How We Can Help

At re:find, we specialise in solving complex hiring challenges. With extensive expertise in executive hiring, interim leadership, and talent management, we excel at finding the right people for hard-to-fill roles.

Why partner with re:find?

  • Proactive Search: We don’t just post job ads—we headhunt the top 5% of candidates who match your needs, even those who aren’t actively looking.
  • Deep Sector Expertise: From consumer goods to defence and digital transformation, our experience spans multiple sectors and complex industries.
  • Proven Track Record: We’ve placed senior leaders and specialists in roles that others struggled to fill, ensuring our clients can continue driving success.
  • Broader Talent Management Services: Beyond recruitment, we support organisations with transformation, restructuring, and leadership challenges, providing a full lifecycle solution.

Whether you’re looking for a strategic leader or a niche specialist, we delivers results.

Visit refind.co.uk to explore our services or book a consultation today.

Struggling to fill a critical role? Need support with hard to find talent? Don’t let it hold your business back.

Contact our Managing Director James Cumming at re:find today to discover how we can help you find exceptional talent, fast.

Visit refind.co.uk or call us on 0121 314 0350 to schedule a consultation. Let’s take the stress out of recruitment and get your team back on track.

Hard to Find Talent: Crack the Code and Solve the Challenge

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Cracking the Code: Solving the Challenge of Hard to Find Talent

Filling a job role isn’t just about finding someone to tick the boxes—it’s about finding the right person to add value, lead effectively, and help the organisation thrive. But some roles are notoriously hard to fill, often requiring niche skills, specific leadership qualities, or experience in complex environments. It is hard to find the right talent!

For HR leaders and hiring managers, leaving these roles vacant for too long can significantly impact business operations, morale, and growth. According to industry research, 70% of HR leaders rank talent scarcity as their top concern, with specialised and leadership roles presenting the biggest challenge.

This guide explores why some roles are so difficult to fill, the cost of leaving them vacant, and actionable strategies to secure exceptional talent for your team.

Common Reasons Roles For Hard to Find Talent

  1. Skill Shortages
    Industries like digital transformation, renewable energy, and defence often demand skills that are in short supply, creating intense competition for top talent.
  2. High Competition
    The best candidates often have multiple offers, requiring employers to move quickly and position themselves as the employer of choice.
  3. Poor Employer Branding
    Without a compelling employer brand, organisations may struggle to attract interest, even for otherwise desirable roles.
  4. Unclear Job Descriptions
    Overly broad or unrealistic job descriptions can confuse or discourage potential applicants.
  5. Location or Flexibility Constraints
    Strict geographical requirements or a lack of hybrid/remote working options can shrink your talent pool.

The Cost of Leaving Roles Unfilled

Unfilled positions don’t just disrupt the hiring process—they create ripple effects throughout the organisation:

  • Lost Productivity: Teams often struggle to meet goals without critical expertise or leadership.
  • Employee Burnout: Existing staff may take on additional workloads, increasing stress and reducing morale.
  • Missed Opportunities: Business growth, innovation, or transformation projects may stall, leading to financial losses.

Research suggests that every unfilled role can cost a company up to three times its annual salary. For senior or specialist positions, the impact is even greater.

Effective Strategies for Filling Hard to Find Talent

Understand the Role in Depth
Collaborate with hiring managers to define the role clearly, distinguishing between essential skills and “nice-to-haves.” This ensures the search is focused and realistic.

Understand the Business Context

Start by understanding the role’s purpose within the organisation and how it aligns with business goals:

  • Ask probing questions:
    • What problem is this role solving?
    • What outcomes does success in this role look like?
    • How does this role fit into the broader team and organisational strategy?

Example:

For a Digital Marketing Manager role:

  • Business Goal: Increase online visibility and drive website traffic.
  • Role Purpose: Manage campaigns to improve SEO, paid ads, and content performance.

Outcome: This context ensures you focus on skills like SEO expertise or analytics over more general marketing skills.

Separate “Essential” from “Nice-to-Have”

Guide hiring managers to prioritise key qualifications:

  • Focus on the must-haves: Skills, experience, and attributes critical to the role’s success.
  • Challenge assumptions: Question whether certain “nice-to-haves” are genuinely critical.

Effective Questions:

  • What would happen if a candidate didn’t have this skill or experience?
  • Can this skill be learned on the job, or is it immediately necessary?

Example:

For a Project Manager role:

  • Essential: Strong stakeholder management, budgeting experience, and proficiency in project management methodologies (e.g., Agile or Prince2).
  • Nice-to-Have: Industry-specific experience or advanced certifications like PMP (if they already have strong project experience).
Define Success Metrics

Work with the hiring manager to outline the expected impact of the role within the first 6–12 months:

  • Clarify deliverables and performance indicators.
  • Map the skills required to achieve these outcomes.

Example:

For a Sales Manager role:

  • Success Metric: Increase revenue by 15% within the first year.
  • Essential Skills: Proven track record in sales growth, leadership abilities, and CRM proficiency.
  • Nice-to-Have: Experience in a specific industry or with a particular CRM software.
Use Competency-Based Frameworks

Frame discussions around behaviours and competencies, not just technical skills:

  • Define behaviours aligned with the organisation’s culture.
  • Identify transferable skills for more flexible and inclusive hiring.

Example:

For a Customer Service Lead role:

  • Competency (Essential): Conflict resolution and people management.
  • Skill (Nice-to-Have): Familiarity with a specific ticketing system like Zendesk.
Build a Prioritised Role Profile

Turn the discussion into a clear, tiered document:

  • Tier 1: Must-Have Skills
    • Required qualifications and experience directly impacting success.
  • Tier 2: Nice-to-Have Skills
    • Secondary qualifications that enhance performance but aren’t critical.

Example Document: Software Developer Role

  • Must-Have: Proficiency in JavaScript, experience with React.js, and ability to work in Agile teams.
  • Nice-to-Have: Familiarity with DevOps tools (e.g., Docker) and knowledge of the fintech industry.
Challenge Unrealistic Expectations

Gently address concerns if a hiring manager’s expectations are overly rigid or unrealistic:

  • Provide data or benchmarks to show market realities (e.g., salary expectations or candidate availability).
  • Suggest trade-offs to balance priorities (e.g., hiring for potential vs. perfection).

Example Conversation:

  • Hiring Manager: “I want someone with 10+ years of AI experience in a startup environment.”
  • Response: “AI is a newer field, so candidates with that level of experience will be rare. Would you consider someone with strong machine learning skills and a proven ability to innovate, even if they have less experience in startups?”
Use Examples to Ground the Process

When presenting profiles, include examples of real or hypothetical candidates:

  • Show how one candidate meets “essentials” but lacks “nice-to-haves,” and vice versa.
  • Discuss trade-offs with the hiring manager to refine expectations further.
Regular Check-Ins

Keep the hiring manager involved throughout the search:

  • Review candidate profiles together and discuss how well they meet the agreed criteria. Sometimes the most obvious profiles aren’t the right fit and thats the reason why it is hard to find talent.
  • Adjust the profile as needed based on feedback or changing business needs.

Expand Your Talent Pool to Source Hard to Find Talent

Target Candidates with Transferable Skills

How to Identify Transferable Skills:
  • Break down the core competencies required for the role (e.g., problem-solving, leadership, communication).
  • Identify industries or roles where these competencies are commonly developed.
  • Use psychometric tools or behavioural interviews to assess how these skills can be applied in your organisation.

Practical Steps:

  • Broaden job descriptions: Emphasise skills over specific industry experience (e.g., “proven project delivery in fast-paced environments” rather than “10 years in FMCG”).
  • Cross-industry research: Use platforms like LinkedIn to identify candidates from parallel industries (e.g., a logistics expert in retail could transition into a tech supply chain role).

Example: For a customer service leadership role, consider candidates from industries like hospitality or airlines, where they’ve managed high-pressure customer interactions and operational challenges.

Tap into Alumni Networks

Why Alumni Networks Work:

  • Alumni are often highly engaged with their former institutions or employers and have diverse career trajectories.

Practical Steps:

  • University alumni networks: Partner with universities’ career services or alumni offices to advertise roles.
  • Former employees: Reach out to alumni from your own organisation who may have gained valuable skills elsewhere and are open to returning.

Example: For a leadership role in technology, contact alumni of top engineering schools or business schools, especially those who have progressed into leadership in diverse industries.

Leverage Professional Associations

Why Professional Associations are Valuable:

  • They provide access to specialised networks of talent with skills aligned to your needs. Hard to find talent isn’t always where you might expect it and it takes effort to uncover it.

Practical Steps:

  • Join relevant groups: Engage with professional organisations in your target sectors (e.g., Chartered Management Institute for leadership talent or CIPD for HR specialists).
  • Advertise roles: Post vacancies or reach out directly to members through association directories.
  • Attend events: Network at industry conferences or webinars where potential candidates are likely to gather.

Example: If hiring for a sustainability role, collaborate with associations like the Institute of Environmental Management and Assessment (IEMA) to source candidates with a deep understanding of sustainability practices.

Explore Global Talent Markets for Hard to Find Talent

Why Global Markets Expand Your Pool:

  • Access to diverse perspectives and a broader range of skills will make hard to find talent easier to access.
  • Potential to find talent in regions with specific expertise (e.g., technology hubs like India or Germany).

Practical Steps:

  • Use global platforms: Advertise on international job boards such as Glassdoor, Indeed, and LinkedIn.
  • Partner with global recruitment agencies: They can provide insight into talent availability and salary expectations in different regions.
  • Leverage work visa schemes: Familiarise yourself with local visa policies, such as the UK Skilled Worker visa, to enable international hiring.

Example: For an IT leadership role, consider candidates from global tech hubs like Bangalore or Silicon Valley who have experience scaling technology solutions.

Build a Referral Network

Why Referrals Work:

  • Employees and industry peers often know high-quality talent that traditional recruitment methods miss.

Practical Steps:

  • Internal referrals: Create a structured programme where employees are incentivised to refer candidates from diverse backgrounds.
  • External referrals: Reach out to trusted contacts in your industry to recommend candidates with relevant skills.

Example: For an interim finance role, ask senior leaders in your network if they know experienced professionals who’ve managed finance transformations in complex environments.

Engaging Passive Candidates is the Key to Source Hard to Find Talent

Why Passive Candidates are Valuable:
  • Many high-calibre professionals aren’t actively job hunting but may be open to the right opportunity.

Practical Steps:

  • Social media engagement: Share thought leadership content on LinkedIn to attract candidates who align with your organisation’s vision.
  • Personalised outreach: Use tools like LinkedIn Recruiter to approach candidates with tailored messages highlighting how their skills can impact your organisation. This can really help engage hard to find talent.

Example: For a digital marketing role, approach candidates on LinkedIn who are currently managing high-profile campaigns in adjacent industries.

Invest in Inclusive Hiring Practices
Why Inclusivity Broadens Your Talent Pool:
  • A more inclusive approach naturally attracts talent from non-traditional backgrounds.

Practical Steps:

  • Review job ads: Ensure they use inclusive language and don’t unintentionally deter underrepresented groups (e.g., avoid jargon or overly prescriptive requirements).
  • Blind hiring: Use tools to anonymise applications and reduce unconscious bias.
  • Community partnerships: Collaborate with organisations that promote diversity in employment (e.g., Women in Tech, Stonewall, or Black Young Professionals Network).

Example: For a leadership role, engage with organisations that support underrepresented groups to access a broader talent base.

Partner with Recruitment Specialists

Partnering with experts like re:find can make all the difference. With deep expertise in executive hiring and interim leadership, we have a track record of placing top talent in the most challenging roles.

Real-Life Success Stories

Case Study 1: Appointing a Head of Strategy for a Leading Consumer Business
When a leading consumer business needed a Head of Strategy to steer its future direction, they partnered with re:find. The role demanded exceptional strategic thinking and sector expertise, making it a particularly challenging vacancy. This really was a brief where it was was hard to find talent.

We worked closely with the client to deeply understand their business and cultural needs, using our tailored search approach to identify and engage exceptional candidates. Within weeks, we placed a high-performing leader who hit the ground running, delivering immediate value to the organisation.

Read the full case study: Appointing a Head of Strategy.

Case Study 2: Building Long-Term Success with a Leading Defence Business
Hard-to-fill roles often require long-term partnerships, and our ongoing work with a leading defence business demonstrates this. Over the years, we’ve successfully placed multiple senior leaders and transformation specialists into their team.

Through our deep understanding of their industry challenges and cultural dynamics, we’ve built a trusted relationship that ensures a seamless recruitment process for even the most specialised roles.

Read the full case study: Building Long-Term Success.

How We Can Help

At re:find, we specialise in solving complex hiring challenges. With extensive expertise in executive hiring, interim leadership, and talent management, we excel at finding the right people for hard-to-fill roles.

Why partner with re:find?

  • Proactive Search: We don’t just post job ads—we headhunt the top 5% of candidates who match your needs, even those who aren’t actively looking.
  • Deep Sector Expertise: From consumer goods to defence and digital transformation, our experience spans multiple sectors and complex industries.
  • Proven Track Record: We’ve placed senior leaders and specialists in roles that others struggled to fill, ensuring our clients can continue driving success.
  • Broader Talent Management Services: Beyond recruitment, we support organisations with transformation, restructuring, and leadership challenges, providing a full lifecycle solution.

Whether you’re looking for a strategic leader or a niche specialist, we delivers results.

Visit refind.co.uk to explore our services or book a consultation today.

Struggling to fill a critical role? Need support with hard to find talent? Don’t let it hold your business back.

Contact our Managing Director James Cumming at re:find today to discover how we can help you find exceptional talent, fast.

Visit refind.co.uk or call us on 0121 314 0350 to schedule a consultation. Let’s take the stress out of recruitment and get your team back on track.

Welcome Onboard: How to Get Employee Onboarding Right

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Welcome Onboard: How to Get Employee Onboarding Right

Employee onboarding isn’t just a box to tick. It’s the crucial first step in integrating a new hire into your organisation. When done well, onboarding boosts engagement, accelerates productivity, and reduces turnover. Yet, many organisations fail to give onboarding the attention it deserves, treating it as a quick induction rather than a strategic process.

Here’s an in-depth look at how to get employee’s in to your business correctly and ensure your new hires feel valued, equipped, and ready to thrive.

Why Onboarding Matters

Studies show that a strong process can improve employee retention by 82% and boost productivity by over 70%. The first few weeks of an employee’s journey set the tone for their experience in the company, influencing:

  1. Engagement: Engaged employees are more committed and contribute more effectively.
  2. Alignment: A well-structured process ensures employees understand the company’s goals, culture, and values.
  3. Confidence: Employees who feel supported and informed are more likely to hit the ground running.

Failing to prioritise onboarding risks creating disengagement, confusion, and ultimately, higher turnover.

Key Steps to Effective Onboarding

1. Start Before Day One

Onboarding begins before the new hire sets foot in the office (or logs into their first virtual meeting). Pre-boarding can ease first-day nerves and set the right expectations.

  • Welcome Pack: Share a digital or physical welcome kit with essential company information, a personal welcome note, and any necessary tools or equipment.
  • First-Day Prep: Provide clear instructions on what to expect on day one, including who to meet and what to bring.
  • IT and Access Setup: Ensure the new hire’s workstation, email, and tools are ready to go from day one.

2. Create a Structured Onboarding Plan

A structured process ensures consistency and covers all critical areas. Your plan should include:

  • Role Orientation: Outline key responsibilities, performance expectations, and success metrics.
  • Company Overview: Share insights into the organisation’s mission, values, and culture.
  • Team Integration: Introduce them to colleagues, team structures, and workflows.

Consider using an onboarding checklist to keep everything on track.

3. Focus on Culture and Connection

Beyond processes and tools, onboarding is a chance to integrate new hires into the company culture. Help them feel like they belong by:

  • Introducing Key Stakeholders: Schedule meetings with team members, leaders, and cross-functional colleagues.
  • Encouraging Socialisation: Organise informal events or virtual coffee chats to build relationships.
  • Showcasing Core Values: Share real-life examples of how your organisation lives its values.

4. Provide Training and Development

New employees need the skills and knowledge to succeed. Ensure you provide:

  • Role-Specific Training: Equip employees with the tools and processes needed for their position.
  • Compliance and Policies: Cover essential policies like health and safety, data protection, and workplace conduct.
  • Ongoing Learning Opportunities: Introduce employees to development resources and encourage a growth mindset.

5. Use Technology to Enhance Onboarding

HR tech can streamline onboarding, especially for remote or hybrid teams. Consider using:

  • Online Portals: Provide a centralised hub for training materials, FAQs, and welcome videos.
  • Collaboration Tools: Use platforms like Slack, Microsoft Teams, or Zoom to foster communication.
  • Automation: Automate repetitive tasks like form-filling to focus on meaningful interactions.

6. Gather Feedback and Continuously Improve

Any process should evolve based on employee feedback. Regularly check in with new hires to understand their experience and identify gaps in the process.

  • Surveys: Use post-onboarding surveys to collect insights.
  • One-on-Ones: Schedule check-ins at 30, 60, and 90 days to discuss progress and address concerns.
  • Iterate: Use feedback to refine and enhance your onboarding programme.

Common Onboarding Mistakes to Avoid

  1. Overloading on Day One: Avoid bombarding new hires with too much information at once.
  2. Ignoring Cultural Integration: Focusing only on processes without fostering connections can leave employees feeling isolated.
  3. Lack of Follow-Up: Onboarding doesn’t end after the first week. Ongoing support is essential.
  4. Being Unprepared: Nothing says “you don’t matter” like arriving to find your desk or equipment isn’t ready.

Measuring Onboarding Success

To understand the impact of your process, track key metrics such as:

  • Time to Productivity: How quickly new hires reach full productivity.
  • Retention Rates: Retention of new employees in their first year.
  • Employee Feedback: Satisfaction levels with the onboarding experience.

Final Thoughts

Getting employee onboarding right takes time and effort, but the rewards are worth it. A well-executed onboarding programme sets the foundation for engaged, productive, and loyal employees. By focusing on preparation, connection, and continuous improvement, you can create an onboarding experience that leaves a lasting positive impression.

Welcome your new hires with a process that shows them they’re valued—and watch your organisation thrive.

OUR FOCUS ON LONG-TERM PARTNERSHIPS

At re:find we believe that recruitment is not a one-off transaction but rather a long-term partnership. We aim to build long-term relationships with our clients, providing ongoing support and advice to help them find and retain the best talent for their organisation.

We understand that every organisation is unique and that there is no one-size-fits-all solution when it comes to recruitment. That’s why we offer bespoke recruitment solutions that are tailored to meet the specific needs of each client. Whether you need help with a single hire or a full recruitment campaign, we can help.

We are committed to providing our clients with the highest quality service. We take the time to understand your organization’s culture and values, as well as the specific skills and experience needed for each role.

For more information on our guide to executive search please get in contact with our Director, Carl Hinett

Should You Write an Interim CV?

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Should You Write an Interim CV? Insights from the World of Executive Interim Recruitment

Building a career as an interim executive is a unique and rewarding path. However, it requires a distinct approach to marketing yourself, and your CV plays a crucial role in that. Many professionals considering interim work ask, “Should I write a CV specifically for interim roles?” The answer lies in understanding what makes interim careers different and how best to showcase your value.

Why Building an Interim Career Requires Specialisation

Interim roles are not just temporary positions; they are highly specialised assignments that demand specific expertise. Organisations turn to interims when they need immediate results—whether it’s navigating a period of change, leading a critical project, or filling a leadership gap. As such, building a successful interim career means:

  • Being a Specialist: You need to demonstrate deep expertise in your field, whether it’s leadership, organisational transformation, or restructuring. Businesses are not looking for generalists; they want someone who has “been there and done it” in similar scenarios.
  • Showcasing Agility: A strong interim profile conveys your ability to hit the ground running, adapt quickly to new environments, and make an impact from day one.
  • Focusing on Results: Interim professionals are measured by outcomes, not just efforts. Employers want to see the tangible results you’ve delivered in past assignments.

This is where a tailored interim CV comes in, helping you highlight the specific skills and experience that organisations are looking for.

What an Interim CV Should Include

An interim CV differs from a traditional one in its focus and structure. It should:

  • Highlight Key Achievements: Focus on what you’ve delivered, not just what you’ve done. Use metrics wherever possible—e.g., “Delivered £1m in cost savings through restructuring” or “Led a team of 50 through a successful ERP implementation.”
  • Showcase Interim Assignments: Employers hiring for interim roles are often wary of candidates who are ‘testing the waters.’ Demonstrating a consistent track record of interim assignments reassures them that you understand the demands of this career path.
  • Prioritise Relevance: Tailor your CV to the specific role or sector. For example, if you’re targeting transformation roles, highlight projects that showcase your ability to lead change.
  • Be Concise and Impactful: Interim recruiters and hiring managers often have limited time. Use a clear, easy-to-read format that allows them to quickly see your fit for the role.

Should Everyone Write an Interim CV?

While a tailored interim CV can be invaluable, it’s not the right approach for everyone. Here’s why:

  1. If You’re Considering Permanent Roles
    A CV heavily focused on short-term achievements might not resonate with employers looking for long-term hires. They could interpret your emphasis on interim work as a lack of commitment to a permanent role.
  2. If You’re Early in Your Career
    Interim work requires a solid foundation of experience. If your career journey is still in its early stages, a generalist CV might better showcase your potential and versatility.
  3. If You’re Still Testing the Interim Market
    Writing a full interim CV might be premature if you’re exploring whether interim work is right for you. In this case, a hybrid CV that combines elements of both permanent and interim experience could be a better fit.

Showcasing Impact: The Key to Interim Success

Regardless of whether you choose to write an interim CV, the ability to demonstrate your impact is non-negotiable. Here’s how to do it effectively:

  • Focus on Outcomes: Every role or project you list should clearly show what you achieved. Use action verbs like “delivered,” “transformed,” or “implemented,” and back them up with measurable results.
  • Tell a Story: For each assignment, explain the challenge you faced, the actions you took, and the results you delivered. This STAR (Situation, Task, Action, Result) framework is especially compelling for interim roles.
  • Emphasise Agility and Versatility: Highlight examples where you’ve stepped into unfamiliar environments or industries and quickly added value.

Final Thoughts

For those committed to building a career as an interim executive, a tailored CV is an essential tool. It allows you to position yourself as a specialist, demonstrate your agility, and showcase your impact—all of which are critical to standing out in a competitive market.

However, not everyone needs an interim CV. If you’re pursuing a mix of interim and permanent opportunities or are early in your career, a more generalist approach may be more effective.

Whatever path you choose, the most important thing is to craft a CV that tells your story, demonstrates your value, and aligns with your career goals. In the world of interim recruitment, your ability to make an impact is what matters most—and your CV should reflect that.

OUR FOCUS ON LONG-TERM PARTNERSHIPS

At re:find we believe that recruitment is not a one-off transaction but rather a long-term partnership. We aim to build long-term relationships with our clients, providing ongoing support and advice to help them find and retain the best talent for their organisation.

We understand that every organisation is unique and that there is no one-size-fits-all solution when it comes to recruitment. That’s why we offer bespoke recruitment solutions that are tailored to meet the specific needs of each client. Whether you need help with a single hire or a full recruitment campaign, we can help.

We are committed to providing our clients with the highest quality service. We take the time to understand your organization’s culture and values, as well as the specific skills and experience needed for each role.

For more information on our guide to executive search please get in contact with our Managing Director, James Cumming

Does Economic Insight Propel HR to New Heights?

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Does Economic Insight Propel HR to New Heights?

Does Economic Insight Propel HR to New Heights? Our featured blog this week is from Ian Williams – Founder & Director InFocus HR Consulting. Ian has held senior HR positions in retail, financial services and 3rd sector organisations and has had the opportunity to live and work overseas.  His passion has been on improving operational delivery of HR through Shared Services, Technology, Analytics and Business Mgt. In this article we are discussing whether business acumen is critical for HR?

How often have we, as a function, talked about HR needing to be more business savvy? Does economic insight help to support this? It’s certainly a conversation I’ve heard a lot over the last 10 to 15 years, as we’ve made the transition from traditional HR roles into the Ulrich model i.e. HR Business Partners, Centres of Excellence and HR Shared Services. The fact that the CIPD’s professional map has an entire (and new) knowledge area on Business acumen – which covers topics such as financial literacy, business planning and supplier management – would suggest that we are finally taking this seriously.  The view of the CIPD is that as HR professionals we should understand our organisation’s purpose, future direction, priorities and performance, as well as understanding the external influences and trends that will impact the organisation[1].

I would fully agree that as a professional HR person, any insight in to understanding what my organisation is trying to achieve and its performance against goals is critical, as it supports my engagement with stakeholders and therefore the successful delivery of my role.  As an HR function, the question we need to ask is whether we run ourselves in the way that we expect our organisational managers to operate?

A report from Deloitte[2] as long ago as 2010, argued that there was a gap in the newly emerging HR structures, one that could be filled by a distinct role, that of HR Chief Operating Officer.  Their rationale was that chief executives wanted more from HR than they were currently providing – within an on-going climate of organisations needing to be ‘better, faster, cheaper and more agile’ – HR teams were not keeping pace and being able to deliver ‘better, faster and more compliant HR services at a lower cost’, so needed someone with greater business acumen to bridge the gap.

The Deloitte research argued that HR would often struggle to deliver value when a wider need was identified, for example, an acquisition or organisational wide efficiency programme and that it was HR’s inability to coordinate across the function or across multiple units outside the function like Finance and Procurement that often led to failure.

Is an HR COO the answer?

Before we look at the title, it’s worth considering what’s actually required.  As highlighted in paragraph two, an HRBP would rightly support an organisational head, who challenged their managers on their ability to manage budgets, plans, suppliers and risk. Therefore, my challenge to heads of HR departments is that we (as an HR function) also have insights, budgets – for HR resource and expenses – people plans, suppliers and potential areas of risk (payroll and service delivery).

Research and insight commissioned in 2015 by Bersin by Deloitte[3] highlighted the following stats from HR leaders:

  • 90% felt they had a handle on their budgets
  • 20% felt they were adequately planning for their company’s future need

The Bersin-Deloitte data would suggest that when it comes to budgeting, HR generally believes it is doing a good job, but when it comes to planning, our own function is not in the same place we expect our organisational managers to be.

Is this about business management within and for the function?

I’ve had the privilege of working with some talented HR heads in organisations of all sizes, who have all seen the benefits of creating a role (and appointing me into it) to take a cross HR perspective on areas such as budgets, measuring and improving operational HR delivery and planning for the future.  The scope and remit have varied significantly depending on location, organisational need, the maturity of the HR function, the focus of the HR lead (i.e. having to focus upwards to board and needing a role to ‘run’ the function) however they have all generally had a need for a role to focus on:

  • Budgets – working across the function to determine budgets, working with finance to secure any uplift and then working with the HR leadership team to track progress against budget. This building of financial credibility with finance teams is critical if HR wants to invest in areas such as technology or new services, as it shows we can control and manage finances.
  • Planning – working with the organisations planning process to ensure an aligned HR/People plan, that is realistic, joins up across the parts of HR, is delivered, monitored and reviewed on an on-going basis.
  • Risk – working with internal risk, supporting the wider HR team on risk identification and management. When done well, risk management can support requests for investment in technology and services.
  • Supplier Management – ensuring that HR suppliers are managed to contract, to ensure service delivery and cost control and/or reduction.

An HR Business Management / HR COO / HR Operations role (see, the title isn’t important) can also provide the focus for a range of additional areas that are important to our organisations and HR, but don’t easily fit within the Ulrich model – HR Process Management & Continuous Improvement, HR Technology (if not in HR Shared Services), HR Analytics/Metrics, HR Key Performance Indicators, Project Management.

In summary, the research and my personal experience would suggest that every HR function would benefit from taking a business management perspective. Whether that’s having someone focused on people planning and having the budget in place to deliver the agreed plan, through to a full suite role that acts as the ‘number two’ to the HR head and effectively runs the function.  The options are endless and may only be limited by organisational constraints around HR budget, headcount and appetite. However, solutions can still be defined for any organisation taking those limiting factors into account.

So, to answer the question, yes business acumen is critical for HR – both us as professionals but also the HR functions we lead – and, as the old adage goes, we really should practice what we preach…

You can find more about what Ian’s company does on his website here.

James Cumming is our MD, Interim and Transformation Search specialist. Please get in contact with him directly to discuss any of these topics further.

[1] CIPD web site (profession of the future)

[2] Deloitte – The emerging role of the HR COO

[3] Bersin by Deloitte, High-Impact HR

The Ultimate List of HR Job Titles

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The Ultimate List of HR Job Titles

HR is notorious for its creative (and sometimes ridiculous) job titles. Here’s a comprehensive list of serious, quirky, and downright funny ones to highlight the importance of focusing on impact over title.

Traditional HR Job Titles:

  1. HR Administrator
  2. HR Assistant
  3. HR Coordinator
  4. HR Generalist
  5. HR Specialist
  6. HR Officer
  7. HR Advisor
  8. HR Consultant
  9. HR Manager
  10. HR Business Partner (HRBP)
  11. HR Director
  12. Chief People Officer (CPO)
  13. Head of HR
  14. Talent Acquisition Specialist
  15. Recruitment Coordinator
  16. Recruitment Manager
  17. Employer Branding Manager
  18. Learning and Development (L&D) Specialist
  19. L&D Manager
  20. Compensation and Benefits Analyst
  21. Rewards Manager
  22. Employee Relations Specialist
  23. Employee Engagement Specialist
  24. Diversity, Equity, and Inclusion (DEI) Officer
  25. Workforce Planning Analyst
  26. HR Operations Manager
  27. HRIS Specialist (Human Resources Information Systems)
  28. Organisational Development Consultant
  29. Performance Management Lead
  30. Talent Management Director

Modern and Trendy HR Job Titles:

  1. People Partner
  2. Culture Champion
  3. Chief Happiness Officer
  4. People Experience Manager
  5. Talent Guru
  6. Head of People and Culture
  7. Employee Success Manager
  8. People Operations Coordinator
  9. Head of Employee Experience
  10. Leadership Development Coach
  11. Wellbeing Manager
  12. People Analytics Specialist
  13. Future of Work Lead
  14. Organisational Agility Consultant
  15. Change and Transformation Specialist

Creative and Quirky HR Job Titles:

  1. Director of First Impressions (Recruitment/HR Administrator)
  2. People Whisperer
  3. Chief Talent Wrangler
  4. Employee Engagement Jedi
  5. Culture Curator
  6. People Architect
  7. HR Ninja
  8. Talent Shepherd
  9. Team Happiness Hero
  10. Chief Heart Officer
  11. Employee Happiness Engineer
  12. Head of Vibes
  13. Director of Belonging
  14. Workforce Wizard
  15. Retention Rockstar

My Predictions for the Future HR Job Titles (Jokes!):

  1. Chief of People Happiness and Unicorns
  2. Director of All Things People
  3. Talent Acquisition Yoda
  4. Culture Overlord
  5. People and Penguin Wrangler (for quirky companies)
  6. HR Sorcerer
  7. Zen Master of Employee Wellness
  8. Chief Empathy Officer
  9. HR Rockstar Extraordinaire
  10. Keeper of Workplace Peace
  11. Recruitment Ringmaster
  12. People and Pets Manager (pet-friendly offices)
  13. Chief Complaints Listener
  14. Head of Adulting (for HR handling company rules)
  15. Workforce Happiness Alchemist

The Real Point

No matter the title, the heart of HR is about delivering what the business and its people need. It’s not about fancy labels – it’s about impact, strategy, and helping employees thrive while driving business results. Whether you’re a “Chief Vibes Officer” or an “HR Administrator,” what matters is doing the role well. Titles may attract attention, but results keep you indispensable.

How We Can Help

At re:find, we specialise in solving complex hiring challenges. With extensive expertise in executive hiring, interim leadership, and talent management, we excel at finding the right people for hard-to-fill roles.

Why partner with re:find?

  • Proactive Search: We don’t just post job ads—we headhunt the top 5% of candidates who match your needs, even those who aren’t actively looking.
  • Deep Sector Expertise: From consumer goods to defence and digital transformation, our experience spans multiple sectors and complex industries.
  • Proven Track Record: We’ve placed senior leaders and specialists in roles that others struggled to fill, ensuring our clients can continue driving success.
  • Broader Talent Management Services: Beyond recruitment, we support organisations with transformation, restructuring, and leadership challenges, providing a full lifecycle solution.

Whether you’re looking for a strategic leader or a niche specialist, we delivers results.

Visit refind.co.uk to explore our services or book a consultation today.

Struggling to fill a critical role? Need support with hard to find talent? Don’t let it hold your business back.

Contact our Managing Director James Cumming at re:find today to discover how we can help you find exceptional talent, fast.

Visit refind.co.uk or call us on 0121 314 0350 to schedule a consultation. Let’s take the stress out of recruitment and get your team back on track.