Interim managers across the UK have an enviable work life balance according to new research released today (12 April 2006) by leading specialist financial interim management and project consulting firm Robert Half Management Resources. The survey was conducted with more than 700 interim managers across the UK and provides an insight into the profession.
According to the survey, being an interim manager is not only good for your wallet but good for your health. Almost a third (29 per cent) of candidates choose to work as an interim manager to avoid a strict routine, 23 per cent for a better lifestyle and 25 per cent for the financial rewards.
The survey also reveals itís the flexible nature of the job that allows them to strike a good work life balance. 37 per cent said that being an interim manger has a positive impact on their personal well being and 28 per cent said it allows them to pursue outside interests in comparison to 21 per cent who said it was good for their career development.
Setting the record straight, the survey reveals that interim management is not just a ëstop gapí between jobs but a long-term career choice. Only 11 per cent of candidates were planning on being an interim for less than a year in comparison to 33 per cent who want to work as an interim until they retire.
And itís not just a career chosen by older people. The survey shows that 57 per cent of candidates were under 50 and one in five were under 40.
Tim Hird, Executive Director of Robert Half Management Resources comments:
ìInterim managers are making the smart choice and opting for a career that is satisfying - professionally and personally. As more companies call upon interim managers, there are plenty of projects available for candidates to choose from. In fact, our survey has shown the sector is incredibly buoyant with well over half saying they have more opportunities than in previous years. ì
And with an abundance of choice, how does an interim manager decide which project to take? Our survey reveals that 57 per cent base their decision on the project itself, in comparison to 47 per cent who base it on the money and 30 per cent on the project duration.
So, what makes a successful interim manager? Respondents ranked good communication as the most important skill (85 per cent) followed by pro-activity (69 per cent) and being impartial/apolitical (62 per cent). Other skills cited were having a ëchameleon styleí, specialist knowledge and sensitivity.
Striking the right balance: Interim managers have it all
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