This weeks Star of the Week is
David Scanlon, an interim turnaround director consultant at Buckinghamshire Healthcare NHS Trust. He has a wide array of experience, working in both the public and private sector with different business cultures.
How is the interim market from your perspective?
There is definitely a seasonal slowdown on interim recruitment i.e the Christmas period and the Summer period are traditionally slow times in the interim market.
Regarding health specifically there are a number of trusts who have clamped down on the number of interims they appoint while some have removed whole teams of interims.
However, I feel that there are still areas where certain skillsets are required. I think that some skills and backgrounds are certainly more sought after than others in the current climate. Interims that are in demand are those that have long records of successful implementation of transformation/ change and turnaround/ recovery. The problem for those interims that would like to diversify is that these skills can’t simply be picked up over night. I think good program managers will always be in demand simply because of the value they can add. Contrasting the difference between in-house staff, a poor interim program manager and a very good program manager quickly makes the benefits of the good program manager apparent.
What effect has the CSR had on both your job security and future prospects?
From colleagues and friends I hear that the interim market in the public sector is very tight especially around local and central government. It’s hard to predict when that particular area will become buoyant again.
I feel that interims have taken a disproportionate hit. Interims are bringing the required skills to bear that cannot be found in-house. In terms of cost, interims are a cost efficient means of bringing in new skills at >2% of overall project spend, yet they still seem to be the first to go.
How do you see the interim market in the short and long term?
In the short term the interim market is certainly tougher than previously. I think there is now an element of a trade off as to what you want to keep, such as your rates, with what you don’t mind sacrificing, such as your travel time.
I am optimistic that the market will pick up in January. NHS trusts are being driven towards and through the Foundation Trust pipeline. A lot of Foundation Trusts are experiencing finacial issues which will require the types of specialised knowledge certain interims can bring.
I think the long term prospects are fair to good. People are beginning to see the difference between interims, contractors and management consultants. The main difference between interims and management consultants is that interims deliver services and value where management consultants often deliver roadmaps and recommendations but are not tied to delivery.
I haven’t seen many interims moving to permanent roles, more that interims are increasingly willing to take fixed term contracts. Interims should not be too proud when they cannot land a contract. It doesn’t hurt to talk to a variety of contacts as opportunities can come from the strangest places.
Have you been forced to reduce your rates since the general election?
Not so far. If the market continues I am sure the pressure will come at some point. I know that a lot of people have been forced to reduce their rates.
Have you seen an increase in job opportunities from the private sector as public sector positions have declined?
Your employability depends on your background. If you have worked in the public sector and have a lot of experience in that area it may be difficult for employers from the private sector to see transferable skills. I think that as you move further away from your home sector, whether it is health or local government, you become more distant and less likely to pick up a contract in a different sector. If your CV is completely public sector then experience shows it can be very difficult to land a contract with the private sector. I think one needs to look very hard at the achievements they have made in the public sector and ensure that these are presented in a way that will add value to a private company.
