Interim management attracts younger and younger profiles

Many companies refrain from recruiting interim managers, limiting themselves to traditional solutions. However, in view of the changes experienced by the interim management profession, not considering this flexible solution is tantamount to depriving yourself of a generation of talents.

Article by Régis Durand

“30% of missions concern vacancies”

The image of the executive at the end of his career, who has become undesirable in his company and who converts to interim management while awaiting retirement, is obsolete: interim managers are now on average 39 years old. These are highly qualified men and women who have left the workforce after 10 or 20 years in good companies. They are part of this movement specific to our time: to live rather than to possess, to multiply experiences, to sanctify individual freedom, to undertake. A fundamental, solid and lasting trend. These managers not only bring their business expertise, they also bring a fresh perspective, essential in the race for innovation that characterizes our times. Exempted from power games, the interim manager has the ability to more easily shake up habits that were no longer questioned. He shows himself to be proactive. Sometimes, he even becomes a trusted third party with whom teams can release their energy, their initiatives, their vulnerability, too.

While 60% of transition assignments in France are linked to a transformation phase, vacancies still represent 30% of situations*. Sick leave, parental leave, transfers, promotions or projects for which hiring is frozen: interim management demonstrates its relevance in each of these situations.
And yet, many companies approach them without thinking about this lever, believing that it will be expensive, that the position will be quickly filled anyway, or that the remaining team will finally be able to distribute the workload. .It is very regrettable. The financial question must be considered with regard to the complete cost of a CDI integrating bonus, participation, associated overheads, leave and other non-productive time. The cost of the interim manager then often becomes not only lower than that of the employee, but it is also quickly amortized.

Do not overload the teams in place

Moreover, the vacancy is never “too short”, nor easily assimilated for teams already understaffed: our social law imposes recruitment processes which can lead to putting said team in difficulty. Interim management makes it possible, among other things, to guarantee the continuation of the activity.
Even if it remains understood that the robustness and soul of our companies cannot be built without a majority of long-term employees, interim management could be more of a recruitment option.

* The remaining 10% being crisis management.