|
Jason Atkinson, deputy chair of the Interim Management Association, explores the valuable role interim management has to play in helping the public sector achieve its goals
 Today, public sector organisations face more pressure than ever to deliver a wide range of services. That means meeting demand for even higher levels of quality and service and putting resources to the front-line. Quite often these pressures necessitate changing how the authority or body operates – to inject a more commercial outlook, to redefine roles, to eliminate unproductive work habits, or to integrate new processes and procedures, as well as technology, to support the business.
It’s a human trait that we are cautious of change. Yet, managers have to be able to introduce and manage change to ensure organisational objectives are met. And, they have to ensure that they gain the commitment and understanding of their people, both during and after implementation. The pressures of change are often compounded with the need to ensure that business continues as usual. It’s a strong ask.
Managing change
For these reasons, it’s important that the way change is managed is carefully considered by organisations. Whilst each situation will be unique, there are still a number of common threads that will help ensure that the transition stands the greatest chance of success. One way of ensuring any change is managed effectively is by using the services of an interim management consultant.
Interim managers are highly skilled and specialist operators that bring specific experience and a proven reputation for implementation and results. ‘Interims’ can be placed for a defined period of time – where a permanent position may be inappropriate within current recruitment/employment policies or more likely, the role is not deemed to be a permanent position.
In fact, as the public sector demands more flexibility from its workforce interim management is fast becoming the answer. Consequently the opportunity for this niche pool of specialists is on the rise and it’s now an industry worth an incredible £1bn.
The benefits
The business case for employing the services of an interim manager is extremely compelling. Interims are self-motivated and experienced individuals. They operate to clear objectives, which they look to achieve within a set timescale, and are experts at joining a team or department and hitting the ground running; delivering results from day one.
Financially, the argument remains sound. Interims are paid to an agreed day rate – with no hidden costs. They operate as self-employed businesses in their own right. No recruitment fees (which at senior level can be significant), no holiday pay, no sick pay and no pension contributions. Simply a cost-effective solution to a business challenge that adds value and needed skills whilst negating long term costs and overheads that would otherwise impact on the bottom line.
It’s an industry that drives innovation and renovation. Research shows that recognition within the public sector is growing with adoption by many local authorities and healthcare trusts.
Russam GMS case study – member of the IMA
Case study
Interims are often called upon to deliver major strategic projects, including projects, where millions of pounds are at stake.
One such interim is Ian Gray, who has more than 17 years experience of delivering major turnaround and improvement projects in the private and public sector.
Ian has now been appointed by one of the largest government organisations to undertake a major programme, which is set to deliver significant efficiencies. His current role involves overseeing 15,000 people and working closely with people from every level within the organisation to gain their commitment and acceptance of the changes needed to ensure major financial improvements.
The former CEO of Tottenham Hotspur has a proven track record in the private and public sector. Last year, Ian worked at two NHS Trust Hospitals – Mayday University Hospital and Epsom and St Helier University Hospitals NHS Trust, where he was responsible for changing their respective financial situations through the introduction of smarter processes. At Mayday the predicted £9m deficit was eliminated and at Epsom and St Helier University Hospital, the deficit was reduced by £6m in just a year. For more information
Web: www.interimmanagement.uk.com |
