Each week there will be a different interim talking about their experiences since the CSR; the changes that they have encountered and what they think about the interim market in the short and long term.

This week Sue Walters who has a high level of experience in the NHS, tells us about the interim market from her perspective.

How is the interim market from your perspective?
The Interim Market is as I am sure my colleagues in the Interim world would agree, very very quiet! That is, the interim world as we have known it. On the other hand it’s given an amazing opportunity for us to review what we do and to repackage ourselves as interims/Consultants. I have been busy in a different way since September and have used the lull in traditional interim to remarket and rethink what I want to do. I am picking up pieces of work in a different way –such as for example I am about to start work with the East Midlands NHS on a special programme (Qipp) targeting hospitals which will encourage all staff to offer smoking cessation advice to patients. I am also about to work with another central NHS organisation looking at improvement work. Both of these might vary in volume of work but are equally exciting and challenging. I am also involved in Executive coaching and in fact have taken this less busy time to brush up my own skills- and have joined the Meyler Campbell Business Coaching Programme. I have also run a Programme of Improvement Courses for a local hospital Trust. For me, it’s been about continuing to work at achieving my ambition of having a portfolio business and as such I am also involved in a local FE College as a sessional lecturer.

What effect has the CSR had on both your job security and future prospects?
I do think that the CSR and the White Paper have led to a number of assumptions about the role and impact of interims. There is a belief that there is not a place for interim/consultancy roles and that we don’t add value. There has been negative press –which of course hasn’t helped! Actually, a good interim should add value quickly and should be able to link activities and outcomes across the organisation. Often organisations are not clear when to use an interim and I think more work and understanding could be invested in this area.

Obviously, there is an impact as perhaps I would now be in a substantial interim post if it was the same scenario as last year. Yet, I have realised that I am in it for the long haul and therefore have to rethink my strategies for business all the time. It has reinforced to me that I am in a business and I must therefore maintain business qualities such as resilience, getting up after knock backs, innovation and planning; and obviously earning some money! It isn’t easy and in fact its hard work networking, realigning and strengthening what you do and have to offer.
Its also about maintaining contacts, networks and obviously learning from other interim colleagues.

How do you see the interim market in the short and long term?
I think in the long term there are signs that it will pick up, but changes are ahead. There is the potential, particularly in the public sector that a number of people will leave, either willingly or not, which might affect the market adversely. It’s important to remember why we are Interims and to ensure that standards and quality are maintained. The Institute of Interim Managers has done some excellent work on looking at this and has produced some good thinking and reports. (They are available via the Linked In Group). Short term- well who knows...? It could be March before there is real turnaround and people in organisations know what their own position is and whether they have to leave.

Have you seen an increase in job opportunities from the private sector as public sector positions have declined?

I haven’t personally- but it is an area that I am trying to work with.

And finally…

Have you been forced to reduce your rates since the general election?
Personally, I have taken some work which is low value but has great opportunities for growth. In other areas- no. However, I have recently been contacted about some interim work which was very much below my normal day rate, which in fact I don’t think is extortionate anyway, and I think this will be a trend. I couldn’t have taken it as I would have been out of pocket! In fact I heard recently about someone who had taken half of the normal day rate for very senior position. At the end of the day we all have families and bills to pay! It’s very much again about helping organisations and perhaps some agencies to understand what an Interim brings – and it can’t all be seen on a CV. It is also about understanding what a drop in day rates means for quality and value. For me, this is an important issue not just about the money but what the money signifies in terms of experience and real value for money for our clients. In the public sector particularly I think Interims are thinking about patient outcomes and impacts on health; after all most of us have worked in the NHS for many years and the ethos of the NHS remains close to our hearts!