Interim Experts

BIE's reputation is built on its ability to provide top-quality interim executives at very short notice. We generally only present one or two interims to the Client, so our choice clearly needs to be right, first time.

We are selective. BIE consultants spend 50% of their time interviewing and re-interviewing candidates. Over the last 17 years, we estimate we have seen 75,000 CVs and held 25,000 face-to-face interviews. Our register contains only around 1,500 professional interims.

With increasing market awareness and acceptance, the demand for senior interims is growing in both scale and complexity. BIE is constantly seeking new talent. We want to hear from all prospective candidates that believe they have the necessary enthusiasm, energy and ability.

So you want to be a Successful Interim?

A Client will hire an interim executive when their organisation is faced with a problem or an opportunity that requires immediate attention. They are looking for someone who has seen it and done it before - someone who would be operating entirely in their own comfort zone - immediately credible and totally competent.

Attitude

Willingness to drop everything and just go (requires a supportive family)
'Presence' and a positive, 'make-it-happen' approach
Not bothered about titles and status - prepared to work a level down
Objectivity - no hidden agendas, not looking for a job or an MBO/MBI

Skills

Presenting yourself to win the audition
Fast entry - instant credibility, listening and analysing
Delivery - leadership, energy, creativity, team building and motivation
Clean exit - leave structure, a plan, transferred skills

Experience

Recent line (or project) management
Recent successful delivery of change/transition
Up-to-date knowledge in area of specialism
3 or 4 strong, enthusiastic references

Admin matters

You can operate through an umbrella company but most professional interim executives elect to set up their own companies - for this you need:

An accountant - one that understands 'IR35' and one-person businesses
A Limited Company - the accountant can buy this for you off-the-shelf
VAT registration - again the accountant - or DIY for no cost
HMRC registration as a TCSP in line with the new Money Laundering Regulations - http://www.hmrc.gov.uk/mlr/register.htm
A consultancy style contract - obtainable from REC: www.rec.uk.com
Insurance - it depends entirely upon what is in your contract
Consider 'Opting out' of EAA Regulations (see REC guide for limited company contractors)

Pricing

Prices are set by the market not by costing-in a downtime allowance
Forget the 1/100 formula
Ensure you are good value for money
A bonus element is becoming more usual

Interviews - Two Perspectives

For most people, interviews do not happen at regular, evenly spaced periods in their life; they sometimes come along in flurries with long gaps in between, during which time interview skills can become rusty. Here we look at two aspects of the process that can be overlooked : the stages leading up to the face-to-face meeting and the importance of personal presentation.

Pre-Interview Impressions

Interviews are an opportunity for candidates to showcase their skills. But before a person even reaches the interview room, they will have made an impression on any other members of the organisation that they have come into contact with, including the secretary who arranges the appointment and the receptionist who greets them on arrival. And these people inevitably get asked "So, what's he/she like?"

We canvassed staff, who arrange interviews on a daily basis and are usually the first to meet candidates, to find out what strikes the right or wrong chord with them. The following are their 10 Top Tips for getting it right.

Be flexible and helpful when setting up the appointment. Checking the company website for instructions before you call, being clear about which dates you can and cannot make and accommodating the wishes of the company as far as possible will demonstrate enthusiasm and make a positive impression. The less time and effort it takes the company to set up your appointment, the better.
Carefully read any instructions you are sent regarding attending an interview. This will ensure you arrive with any requisite documentation and reduce the chances of your getting lost. It is also advisable to take a map of the area with you. Any errors might indicate a lack of attention to detail.
Arrive on time. Although delays cannot always be avoided, it is wise to build in a margin for error (and transport problems). If you know you are going to be unavoidably late, giving as much warning as possible minimises the inconvenience to the other person. An apology is certainly in order.
Do not arrive too early. Although getting there early indicates that you have made an effort to be on time, it may inconvenience the person you are visiting as much as being late. If the offices are small, there may not be anywhere to sit in the meantime and you may end up having to go away again, which causes awkwardness for everyone.
Courtesy. Be as polite to administrative staff (either on the phone or in person) as to the person you are meeting.
Manner. Being charming is fine; being flirtatious is risky!
Remain calm if there is a 'hitch'. On occasions there may be a delay being seen or there may even have been a mix-up with the time / date. The wise candidate will use the opportunity to display their patience and flexibility.
Firm handshake. Everybody has experienced weak, floppy handshakes and no one likes them!
Eye-contact. Holding eye-contact is perceived as friendly and helps to establish a connection between the people involved.
Grooming. Well trimmed hair, nails (and beards or moustaches for gentlemen) all contribute to a good first impression.

Personal Presentation at Interview

Grooming is, of course, part of a wider subject for consideration when meeting a potential employer. Research amongst FTSE 500 companies indicates that the second most important criterion for making decisions about candidates at interview is personal presentation. Image Consultant, Sarah Brummitt, offers some practical advice on how to maximise your impact quickly.

	DO		DON'T

	Ask about dress code as part of your research for the assignment.		Assume business casual is acceptable - even if it's the norm. It's not the right look for interviews.

	Choose a darker suit or jacket and team it with a light shirt or top to create sharp colour contrast. This colour combination is perceived to represent credibility and authority.		Wear lots of bright colours or too many patterns.

	Choose clothes that are structured, preferably in plain, closely-woven fabrics and a smooth finish.		For ladies : wear tops that are too silky, lacy or feminine, or that reveal too much flesh.

	Button your jacket, polish your shoes and carry a smart, polished bag or briefcase.		Carry too much - either in pockets or overstuffed handbags, briefcases and laptop bags.

	Aim for a sleek, well-groomed look. Make-up for ladies should be subtle but immaculate.		Over-do grooming - hair gel or aftershave for gentlemen, cosmetics or perfume for ladies.

Differences between PAYE and Interim Positions

How does being an interim executive differ from employment? Anyone considering a 'new career' as an interim executive should understand it is not for the faint-hearted. Rather, it is a privileged position that affords an unparalleled opportunity to drive through change and to make a real difference.

The following table summaries the key differences:

Aspect	Employment	Interim Assignment

Selection process	Many meetings over several months	One or two meetings, decision within 5 to 10 days

Matching to role	A step up - must have potential to grow with job, must be stretched	A step down - must be over-qualified for the role, well within comfort zone

Status	Employee	Hired Expert

Relationship with boss	Boss / subordinate	Client / Agent of change

Honeymoon Period	A few months	A few days at most

Challenge	Become integral member of management team with long-term perspective	Deliver agreed programme of change or transition

Motivation	Still career building, still looking for a bigger and better job	Apply experience to lead a team through a period of change & transition, coaching and mentoring the individuals

Objectivity	Required to go native	Must not go native

Perceived threat to others	Competing with others for influence and promotion	Not job seeking so not in the race

Internal politics	Relations with others determines promotion prospects	Semi-detached. So long as it doesn't interfere with the delivery of the assignment

Visibility of cost to the company	Part of the payroll, paid automatically by bank transfer, many hidden extras	Highly visible, every month an invoice has to be signed off and a cheque written

Added extras	Paid holidays, sick pay, pension, health cover, car, NXD days, training days	None

'Life expectancy' of job	No exit is foreseen	Exit needs to be planned from Day 1

Relocation	Generally expected to relocate to show commitment	Location is not an issue - except living away means long days are easier

Duration in practice	2 to 5 years?	6 to 15 months?

Notice	6 to 12 months?	1 month normally