mentor
Second Annual Interim Management Survey WINTER 2012
projects recruitment quality specialist skills leadership interim
private public change
transformation stability
networks succession integration planning gap management f lexible effective benefits mentor value international trusted
One of our respondents expressed it perfectly...
Clever employers will look to utilise “experienced interim managers for development of opportunities to enhance their business. ” Rarely have I been so excited about the growth of a new resourcing trend in executive search. In Australia, for the first time we have a pool of high calibre senior management people interested in working in portfolio careers and having interim assignments as part of that portfolio. So the growth is supply-side driven.
Nick Waterworth Managing Partner | Watermark Search International
Watermark’s Interim Management team (left to right): Danny Hodgson, Caroline McAuliffe, Nick Waterworth and Greg Hayes.
INTRODUCTION
MARKET COMMENT
Welcome to Watermark Search International’s second Annual Interim Management Survey. Last year, our inaugural survey provided the first meaningful analysis of the Australian interim management market. In the past year we have significantly grown our practice, deepened our pool of interim managers and increased the breadth of clients we work with.
From an ‘interim provider’ perspective, we remain positive and committed to supporting the growth of interim management in Australia and developing the interim community further.
This survey considers the responses of over 250 professionals, comprised of mainly interim managers, with some independent consultants. Thank you to everyone who participated in the survey. We hope you find it a useful overview, enabling you to evaluate your position within the market.
HEADLINES • Interims are choosing to work this way; fewer interims are viewing assignments as a stop gap between permanent roles. • Interim daily rates have held up very well despite some uncertainty in the economy. • Increased volume of interim work within the not for profit sector. • Shorter assignment lengths but also a shorter gap between assignments. • Providing ‘specialist skills’ remains the major reason behind assignments, though there has been an increase in change management briefs.
Clients increasingly place an emphasis upon ‘industry specific experience’ when briefing us on assignments. There is a real desire to bring in talent who understand the issues and specifics of particular industries. The process, from us receiving the brief to an interim starting on assignment, has lengthened over the past year. Change in the political landscape and economic uncertainty has led to more caution in hiring amongst our client base. The overwhelming sentiment however, is that interim management will increasingly be utilised as a resourcing strategy by Australian business. ‘Hot areas’ for us have been senior roles within • supply chain, • human resources and • project management. We have also deepened our network with private equity firms, resulting in a good flow of assignments.
RESULTS Q1
Q1
YOUR GENDER?
80.2 80.9
Male
Q1
19.8 19.1
Female
0%
10%
20%
30%
40%
50%
60%
70%
80%
2012 2011
Q2 80.2 80.9
Male Female
Q2 0%
19.8 19.1
YOUR AGE? 30-39
10%
20%
4.4 40% 2.0
30%
50%
60%
70%
80%
90%
31.0 The age of the majority of interims mirrors 31.7 that of interim markets in the rest of the world. The 50-59 bracket combines the years of 52.4 50-59 with the energy to deliver and a family life that can experience 49.6 support working away from time to time. 12.3 60+ 16.7 40-49
Q2
0% 30-39
10%
20%
30%
40%
4.4 2.0
50% 2012 60% 2011
31.0 31.7
40-49
52.4 49.6
50-59
12.3
60+
16.7 0%
10%
20%
30%
40%
50%
60%
90%
RESULTS
Q3 Q3 Q3
HOW COMMITTED TO INTERIM ARE YOU?
Very committed it's my career choice
Very committed Preference will it's my careerbut choice consider a permanent job Preference will Looking forbut either consider a permanent job permanent or interim work Looking for either Really only considering interim permanent or interim work until a permanent job comes up
6.7 10.0 Really only considering interim 6.7 until a permanent job comes up 0% 10.010% 0%
20%
30%
40%
50%
60%
20%
30%
40%
50%
60%
Fewer interims are seeing assignments as a ‘stop gap’ between permanent roles. We expect this trend to increase as the interim market becomes more established. The more available assignments there are, the less chance of an uncomfortable wait between each piece of work. The result will be an increased confidence and commitment to an interim career.
Q4 Q4
Q4
10%
2012 2011
23.8 25.7 23.8 31.0 25.7 30.1 31.0 38.5 30.1 34.1 38.5 34.1
OW LONG HAVE YOU BEEN LOOKING FOR H AN INTERIM JOB? 27.0 30.3 27.0 30.3
Less than 1 month Less than 1 month 2-5 months
40.1 35.3 40.1
0%
18.7 17.0 18.7 14.3 17.0 17.4 14.3 10% 17.4 20%
30%
40%
50%
60%
0%
10%
30%
40%
50%
60%
2-5 months 6-12 months 6-12 months 12 months + 12 months +
2012 2011
20%
35.3
RESULTS
Q5
Q5
HAVE YOU WORKED AWAY FROM HOME ON AN ASSIGNMENT? Q5
66.3
Yes
74.4 33.7
No Yes No
0%
0%
2012 2011
74.4
10%
20%
33.7 30%
40%
50%
60%
70%
80%
90%
10%
20%
30%
40%
50%
60%
70%
80%
90%
25.6
Australian interims remain a mobile and flexible workforce. We have placed interims interstate in both relocation and ‘fly in fly out’ scenarios. In a two tiered economy it is clear that people will go where the work is.
Q6 Q6
Q6
66.3
25.6
IF NOT WOULD YOU CONSIDER IT? 88.4
Yes
84.3 11.6
No Yes No
88.4
15.7
84.3
0%
11.6 10% 15.7
20%
30%
40%
50%
60%
70%
80%
90%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
2012 2011
RESULTS
Q7
Q7 WHAT
Q7
IS YOUR TARGET (OR CURRENT) BASE DAY RATE? Less than $750 $750 - $1000 $1000 - $1500 Less than $750
Rates 4.1 have held up well in the past year, despite some economic uncertainty. The sweet spot daily rate remains the $1000 - $1500 5.2 bracket and that is comparable with international interim markets. 19.6 19.5 47.3 46.2
4.1 5.2
$1500 + $750 - $1000 $1000 - $1500
29.0 29.1
19.6 19.5 0%
10%
20%
Q8
40%47.3
50%
60%
50%
60%
29.0 29.1 0%
Q8
30%
46.2
$1500 +
Q8
2012 2011
10%
20%
30%
40%
WHAT LEVEL HAVE YOU TYPICALLY WORKED AT?
46.9% General Manager 16.7% COO or Board Director 15.1% Project/Programme Manager 12.2% CEO 5.3% 46.9% 3.7% 16.7%
Other General Manager Technical Specialist COO or Board Director
15.1% Project/Programme Manager 12.2% CEO 5.3% Other 3.7% Technical Specialist
RESULTS
Q9
Q9
WHICH FUNCTIONAL LEVELS Q9 HAVE YOU WORKED AT? 35.5% Board and General Management 35.5% Board and General Management 14.3% Finance 14.3% Finance 11.4% Human Resources 11.4% Human Resources 11.4% and Programme Management 11.4% Project and Project Programme Management 8.2% Operations 8.2% Operations 6.5% Turnaround 6.5% Turnaround 4.9% Sales/Marketing 4.9% Sales/Marketing 3.7% Other3.7% Other 3.3% Supply Chain 3.3% Supply Chain 0.8% Procurement 0.8% Procurement
Q10
Q10
Q10
WHICH SECTOR HAVE YOU MOST RECENTLY WORKED IN? 17.1 19.1
17.1 19.1
Public Sector Public Sector
9.4 and Not-for-Profit Charity and Charity Not-for-Profit 5.7
9.4 5.7 17.6
17.6
Private SMEPrivate SME
25.5
25.5 13.5 13.1
International SME 13.5 International SME
13.1
24.9
Private largePrivate large Private ASX Private top 100ASX top 100
20.3 17.6 17.6 0% 10%
0% 2012 2011
24.9 20.3
17.6 17.6 10% 20%
20% 30%
Surprisingly we have seen an increase in interims working within the charity and not for profit sectors and this has certainly been a growth sector for interim management. These organisations can really benefit from an interim providing flexible short- term expertise, without the costly experience of hiring somebody permanently or risking a high exit cost. Perhaps not surprisingly, we see a slight decrease in interims working within the public sector. Restructuring within government has seen a number of redundancies and the sector generally has been slower to pick up on the value 30% an interim can bring.
RESULTS
Q11 Q11
WHY ARE YOU CONSIDERING INTERIM? (TOP 3 SELECTED)
49.2% Work with different businesses 48.4% For the variety of jobs on offer 41.8% To work flexibly, even part time 38.5% To stay employed 24.2% To look at permanent opportunities once in post 7.4% To fit with NED commitments
Q12
For the talent, project-based work has simply “become more attractive than the alternative. Today technology makes it easy to plug in, the corporate social contract guaranteeing job security and plush benefits is dead or dying, and 80 hour weeks are all too common in high powered full time jobs. The surprise may be not that top talent is looking for ‘permanent work’ but that anyone 9.8 who About to take offhas a choice would want a traditional job.
”
6.8
“
47.3 [interim managers]...value the autonomy 49.4 and flexibility of temporary or project-based work 29.8 Demand will remain theand samefind the compensation is comparable to 32.9 what they earned in full-time jobs - sometimes 6.1 even better. Shrinking demand Set for steady growth Most over the next 12 months
3.2
”
The Rise of the 6.9Supertemp. The best executive and professional No real appetite jobs may no longer be full-time gigs. By Jody Greenstone Miller
7.6
and Matt Miller - Harvard Business Review.
0%
10%
20%
30%
40%
50%
60%
RESULTS Q12
Q12
WHAT IS YOUR VIEW ON THE GROWTH OF INTERIM IN AUSTRALIA? 2012 2011
9.8
About to take off
6.8 47.3 49.4
Set for steady growth over the next 12 months
29.8 32.9
Demand will remain the same Shrinking demand
6.1 3.2 6.9 7.6
No real appetite 0%
10%
20%
30%
40%
50%
60%
Growth will be strong particularly as more organisations “begin to appreciate the flexibility interim management offers. ” Slowly! The concept needs serious promotion beyond the “largest employers. ” sectors/employers make effective use of interims and “willSome continue to do so. Others will start to realise the benefits, especially with an ageing population, and will gradually start to make more use of interims.
”
As the concept spreads more widely the uptake will “increase exponentially ” “No real change. It is tied to global economic prosperity.” Quotes from survey participants.
RESULTS
Q13
HOW WELL DO CLIENTS GENERALLY UNDERSTAND THE CONCEPT OF INTERIM?
Q13
2012 2011
8.6 10.8
Comfortable with the concept and use them regularly Have some experience, not consistent across the business
43.3 41.4
Need to be convinced, open to the concept
39.6 43.4 8.6
Not open to the concept and do not understand it Will never use an interim
4.4 0.0 0.0 0%
10%
20%
30%
40%
50%
60%
Q14
Yes, the availability of erims is the only answer
Partially, combined with other methods No, it will only be used sporadically
wont be embraced at all
It is critical to distinguish between senior contracting and “interim management. ” is the key - not all employers truly understand “theAwareness concept of interim and think you are simply a contractor/agency worker. ” More and more companies are looking to experienced “interims to help them meet a variety of challenges. It is 18.0 15.9
69.0
73.4
13.1 an alternate option to higher paid and often less becoming 15.9 experienced management consultants.
”
0.0 Quotes from survey participants. 0.0 0%
10%
20%
30%
40%
50%
60%
70%
80%
50
8.6
Not open to the concept and do not understand it
RESULTS
Will never use an interim
4.4 0.0 0.0 0%
Q14
Q14
10%
20%
30%
40%
50%
60%
DO YOU THINK INTERIM MANAGEMENT POSES A SERIOUS SOLUTION TO THE LOOMING LEADERSHIP SKILLS GAP?
18.0 15.9
Yes, the availability of interims is the only answer
69.0
Partially, combined with other methods
73.4 13.1 15.9
No, it will only be used sporadically It wont be embraced at all
0.0 0.0 0%
10%
20%
30%
40%
50%
60%
2012 2011
increasingly trusted by corporations to “doThey’re mission-critical work that in the past would have been done by permanent employees or established outside firms.
”
The Rise of the Supertemp. The best executive and professional jobs may no longer be full-time gigs. By Jody Greenstone Miller and Matt Miller - Harvard Business Review.
70%
80%
RESULTS
Q15
ARE YOU CURRENTLY ON ASSIGNMENT?
Q15
We have seen an increase in people ‘off assignment’. This is in part explained by an increase in ‘new entrants’ to the interim market, with less developed track-records and networks. It is also perhaps a sign of the economic uncertainty and businesses reluctance to spend on significant change programmes that would warrant an interim. The evidence also suggests that there has been a move away from lengthy assignments to more discreet pieces of work. Where before there may have been an extension for the interim, contract lengths are now under more scrutiny. The good news is that the gap between assignments has shortened significantly and the number of assignments Watermark is managing at any one time has increased.
32.1
Yes
47.8 67.9
No
52.2 0%
10%
20%
30%
40%
50%
60%
2012 2011
Q16
33.3
Less than 1 month
28.3 44.7
1-5 months 6-11 months
36.5 13.1 15.7
70%
RESULTS Q15
Q16
HOW LONG DID YOUR LAST ASSIGNMENT LAST?
Q17 Yes
32.1
14.8
Less than 1 month
8.6
No
67.9
33.8 52.2 30.5
1-5 months 0%
2012 2011
47.8
10% 6-11 months
20%
30%
20.3 20.6
40%
50%
60%
70%
31.2
12 months +
40.3 0%
10%
20%
30%
40%
50%
60%
Q16
Q17
Q18
IF ‘OFF ASSIGNMENT’ HOW LONG HAS THIS LASTED? 21.5
A 'gap' assignment Less than 1 month
14.1
28.3 30.0 27.8
Change management 1-5 months Specialist skills 6-11 months Added resources 3.8 12 months + 3.7 Maternity cover
1.7 0%2.1
13.1 15.7 8.9
2012 2011
33.3 44.7 36.5 36.3 46.1
19.5 10%
20%
30%
40%
50%
60%
6.8 6.2
Covering a newly created job 0%
10%
20%
30%
40%
50%
60%
8.6 33.8 30.5
1-5 months
RESULTS
20.3 20.6
6-11 months
Q18
31.2
12 months +
40.3
WHAT WERE THE REASONS FOR 0% 10% 20% 30% 40% YOUR LAST ASSIGNMENT?
50%
60%
Providing specialist skills remains the primary reason for interim assignments in Australia. Interestingly, we have seen an increase in change management assignments as organisations increasingly look for outside help to deliver difficult transformation programmes.
Q18
21.5
A 'gap' assignment
14.1 30.0 27.8
Change management
36.3
Specialist skills Added resources Maternity cover
46.1 3.8 3.7 1.7 2.1 6.8 6.2
Covering a newly created job 0%
10% 2012 2011
20%
30%
40%
50%
60%
RESULTS
Q19
IF GAINING WORK THROUGH YOUR OWN NETWORKS, HOW IS IT SOURCED?
Q19 Prior job contacts
26.1 25.2
Face to face networking
Q19
2.6 2.2
Networking events
Prior job contacts Face to face networking Networking events Friends and family
Online networking
Q20
Job boards
26.1 25.2
8.5 4.2 2.6 2.2 2.1 4.6 5.6 5.0
0%
Q20
55.1 58.8
5.6 5.0
Online networking Job boards
2012 2011
55.1 58.8
8.5
10%
20%
30%
40%
50%
60%
4.2
2.1 HOW IMPORTANT ARE RECRUITERS 4.6 IN SOURCING WORK?
Friends and family
Q20
0%
10%
20%
30%
40%
50%
60%
We always encourage our community of interims to revisit old networks and to become more active in their own networking. However, interim providers are increasingly being seen as an important tool, especially by professionals seeking assistance to break into new markets. 51.3% Very important
44.4% Occasionally use them 4.3% Never use them
51.3% Very important 44.4% Occasionally use them 4.3% Never use them
CASE STUDIES INTERIM CHIEF TECHNOLOGY OFFICER (CTO)
INTERIM GENERAL MANAGER OPERATIONS AND MAINTENANCE
THE CLIENT
THE CLIENT
We were approached by a multinational business to recruit an interim Chief Technology Officer for one of their major projects. We had an extremely limited timeframe to turn a short-list around as the need was urgent.
Our interim business was approached by a Queensland based, ASX Listed infrastructure organisation who are to deliver and manage major projects over the next few decades in Queensland. The design and construct phase is due for completion in 2012.
THE BRIEF Our client had independently recruited a permanent Chief Technology Officer who had quickly exited the business leaving our client with an immediate leadership and project management vacuum. The CTO was to be responsible for developing IT and technology strategy and implementing the IT infrastructure for a new and high profile contract our client had won. It was a demanding brief requiring the interim to not only bring immediate leadership and strategic input but also to get the project back on track. The interim was also required to recruit a number of permanent new hires to the new team.
WATERMARK’S SOLUTION We produced a short-list of three potential interim managers, a mixture of local and interstate options with the relevant combination of strategic vision and leadership but also the ability to get ‘hands on’ with the project. After two quick rounds of interviews the interim was appointed and started virtually the next day.
THE OUTCOME The project is now back on track, the recruitment of the new team and a successor to the interim manager is complete.
THE BRIEF One of the organizations senior managers was unexpectedly unable to work due to ill health and therefore, in this critical final phase of construction and completion, a need for an Interim Manager was necessary. There was a need for a senior manager with the relevant industry experience as well as functional expertise with major infrastructure projects, build and construct experience and very specific experience in road and tolling.
WATERMARK’S SOLUTION Within forty-eight hours Watermark Interim identified a highly experienced manager with all of the relevant expertise gained both here in Australia and internationally who had recently returned from Europe with the exact skills and experience required. Within 48 hours he had flown to Queensland for an interview and was placed in the organization within 1 week of taking the brief.
THE OUTCOME The interim manager was placed on a 12 month contract to manage the various projects through to completion and draw on his years of experience to add value from day one. He has successfully integrated seamlessly as part of the senior management team.
CASE STUDIES INTERIM CEO
OTHERS
THE CLIENT
Interim Chief Information Officer (Federal government agency)
Watermark Search International was approached by a state controlled agency to recruit both an interim Chief Executive Officer and a permanent successor.
THE BRIEF The interim Chief Executive officer came into the organisation during a period of change; the former CEO was no longer in post, the organisation was undergoing a period of significant organisational and cultural change and the senior management team was unsettled. The interim CEO had to quickly earn the trust of the Board and win the respect of the senior management team and provide the organisation with short term leadership, at the same time supporting the ongoing change process.
WATERMARK’S SOLUTION Having conducted a search of our existing pool of interim associates, Watermark selected and presented a candidate to the Board who was able to meet them at extremely short notice. Our associate brought a unique blend of both public and private sector experience to the client and had a demonstrable track record of success in managing larger and more complex organisations. As our associate was almost overqualified for the job, he brought immediate gravitas to the team and assurance for the Board.
THE OUTCOME The interim associate successfully brought stability to the team, moved their change programme on successfully and was involved in the recruitment of a longer term replacement.
Interim Director of HR (Retail travel) Interim GM Sales & Marketing (Energy) Interim Group Financial Controller (Professional services) Interim Managing Director (Wholesale/distribution) Interim Director of HR (Mining/resources) Interim General Manager (Infrastructure) Interim Change Manager (Energy) Interim Remuneration Specialist (Construction) Interim CIO (Outsourcer) Interim Financial Consultant (Mining services) Interim Director of HR (Manufacturing) Interim GM Customer Services (Utility) Interim CFO (Food manufacturing) Interim COO (Outsourcer)
THE RANGE OF WATERMARK SEARCH INTERNATIONAL SERVICE OFFERINGS
EXECUTIVE SEARCH
INTERIM MANAGEMENT
BOARD APPOINTMENTS
Watermark Search is a longestablished search firm specialising in C-level appointments. We have a strong in-house research enabling us to scour Australian and international markets for the best talent, rather than simply relying on advertising or our existing database.
One of the most rapidly expanding areas of our firm, the emergence of interim management in Australia is being fuelled by growth on the supply side: there are more top quality senior executives than ever before working on interim assignments.
Watermark advises many clients on the appointment of chairs and non-executive directors. We work with public listed companies as well as the government sector, government owned corporations, not-for-profits, etc.
MARKET MAPPING
MARKET INSIGHTS
We offer clients bespoke research on people and competitor dynamics. We gather first hand and up-to-date intelligence on a variety of sectors which can be used as a precursor to a search assignment or for internal benchmarking.
We have a unique ‘window’ in to the business, government and investment world and are available to provide informal market insights to our clients on topics such as salary packages.
WATERMARK SEARCH INTERNATIONAL T 02 9233 1200 WWW.WATERMARKSEARCH.COM.AU
projects recruitment quality specialist skills leadership interim
private public change
transformation stability
networks succession integration planning gap management f lexible effective benefits mentor value international trusted
One of our respondents expressed it perfectly...
Clever employers will look to utilise “experienced interim managers for development of opportunities to enhance their business. ” Rarely have I been so excited about the growth of a new resourcing trend in executive search. In Australia, for the first time we have a pool of high calibre senior management people interested in working in portfolio careers and having interim assignments as part of that portfolio. So the growth is supply-side driven.
Nick Waterworth Managing Partner | Watermark Search International
Watermark’s Interim Management team (left to right): Danny Hodgson, Caroline McAuliffe, Nick Waterworth and Greg Hayes.
INTRODUCTION
MARKET COMMENT
Welcome to Watermark Search International’s second Annual Interim Management Survey. Last year, our inaugural survey provided the first meaningful analysis of the Australian interim management market. In the past year we have significantly grown our practice, deepened our pool of interim managers and increased the breadth of clients we work with.
From an ‘interim provider’ perspective, we remain positive and committed to supporting the growth of interim management in Australia and developing the interim community further.
This survey considers the responses of over 250 professionals, comprised of mainly interim managers, with some independent consultants. Thank you to everyone who participated in the survey. We hope you find it a useful overview, enabling you to evaluate your position within the market.
HEADLINES • Interims are choosing to work this way; fewer interims are viewing assignments as a stop gap between permanent roles. • Interim daily rates have held up very well despite some uncertainty in the economy. • Increased volume of interim work within the not for profit sector. • Shorter assignment lengths but also a shorter gap between assignments. • Providing ‘specialist skills’ remains the major reason behind assignments, though there has been an increase in change management briefs.
Clients increasingly place an emphasis upon ‘industry specific experience’ when briefing us on assignments. There is a real desire to bring in talent who understand the issues and specifics of particular industries. The process, from us receiving the brief to an interim starting on assignment, has lengthened over the past year. Change in the political landscape and economic uncertainty has led to more caution in hiring amongst our client base. The overwhelming sentiment however, is that interim management will increasingly be utilised as a resourcing strategy by Australian business. ‘Hot areas’ for us have been senior roles within • supply chain, • human resources and • project management. We have also deepened our network with private equity firms, resulting in a good flow of assignments.
RESULTS Q1
Q1
YOUR GENDER?
80.2 80.9
Male
Q1
19.8 19.1
Female
0%
10%
20%
30%
40%
50%
60%
70%
80%
2012 2011
Q2 80.2 80.9
Male Female
Q2 0%
19.8 19.1
YOUR AGE? 30-39
10%
20%
4.4 40% 2.0
30%
50%
60%
70%
80%
90%
31.0 The age of the majority of interims mirrors 31.7 that of interim markets in the rest of the world. The 50-59 bracket combines the years of 52.4 50-59 with the energy to deliver and a family life that can experience 49.6 support working away from time to time. 12.3 60+ 16.7 40-49
Q2
0% 30-39
10%
20%
30%
40%
4.4 2.0
50% 2012 60% 2011
31.0 31.7
40-49
52.4 49.6
50-59
12.3
60+
16.7 0%
10%
20%
30%
40%
50%
60%
90%
RESULTS
Q3 Q3 Q3
HOW COMMITTED TO INTERIM ARE YOU?
Very committed it's my career choice
Very committed Preference will it's my careerbut choice consider a permanent job Preference will Looking forbut either consider a permanent job permanent or interim work Looking for either Really only considering interim permanent or interim work until a permanent job comes up
6.7 10.0 Really only considering interim 6.7 until a permanent job comes up 0% 10.010% 0%
20%
30%
40%
50%
60%
20%
30%
40%
50%
60%
Fewer interims are seeing assignments as a ‘stop gap’ between permanent roles. We expect this trend to increase as the interim market becomes more established. The more available assignments there are, the less chance of an uncomfortable wait between each piece of work. The result will be an increased confidence and commitment to an interim career.
Q4 Q4
Q4
10%
2012 2011
23.8 25.7 23.8 31.0 25.7 30.1 31.0 38.5 30.1 34.1 38.5 34.1
OW LONG HAVE YOU BEEN LOOKING FOR H AN INTERIM JOB? 27.0 30.3 27.0 30.3
Less than 1 month Less than 1 month 2-5 months
40.1 35.3 40.1
0%
18.7 17.0 18.7 14.3 17.0 17.4 14.3 10% 17.4 20%
30%
40%
50%
60%
0%
10%
30%
40%
50%
60%
2-5 months 6-12 months 6-12 months 12 months + 12 months +
2012 2011
20%
35.3
RESULTS
Q5
Q5
HAVE YOU WORKED AWAY FROM HOME ON AN ASSIGNMENT? Q5
66.3
Yes
74.4 33.7
No Yes No
0%
0%
2012 2011
74.4
10%
20%
33.7 30%
40%
50%
60%
70%
80%
90%
10%
20%
30%
40%
50%
60%
70%
80%
90%
25.6
Australian interims remain a mobile and flexible workforce. We have placed interims interstate in both relocation and ‘fly in fly out’ scenarios. In a two tiered economy it is clear that people will go where the work is.
Q6 Q6
Q6
66.3
25.6
IF NOT WOULD YOU CONSIDER IT? 88.4
Yes
84.3 11.6
No Yes No
88.4
15.7
84.3
0%
11.6 10% 15.7
20%
30%
40%
50%
60%
70%
80%
90%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
2012 2011
RESULTS
Q7
Q7 WHAT
Q7
IS YOUR TARGET (OR CURRENT) BASE DAY RATE? Less than $750 $750 - $1000 $1000 - $1500 Less than $750
Rates 4.1 have held up well in the past year, despite some economic uncertainty. The sweet spot daily rate remains the $1000 - $1500 5.2 bracket and that is comparable with international interim markets. 19.6 19.5 47.3 46.2
4.1 5.2
$1500 + $750 - $1000 $1000 - $1500
29.0 29.1
19.6 19.5 0%
10%
20%
Q8
40%47.3
50%
60%
50%
60%
29.0 29.1 0%
Q8
30%
46.2
$1500 +
Q8
2012 2011
10%
20%
30%
40%
WHAT LEVEL HAVE YOU TYPICALLY WORKED AT?
46.9% General Manager 16.7% COO or Board Director 15.1% Project/Programme Manager 12.2% CEO 5.3% 46.9% 3.7% 16.7%
Other General Manager Technical Specialist COO or Board Director
15.1% Project/Programme Manager 12.2% CEO 5.3% Other 3.7% Technical Specialist
RESULTS
Q9
Q9
WHICH FUNCTIONAL LEVELS Q9 HAVE YOU WORKED AT? 35.5% Board and General Management 35.5% Board and General Management 14.3% Finance 14.3% Finance 11.4% Human Resources 11.4% Human Resources 11.4% and Programme Management 11.4% Project and Project Programme Management 8.2% Operations 8.2% Operations 6.5% Turnaround 6.5% Turnaround 4.9% Sales/Marketing 4.9% Sales/Marketing 3.7% Other3.7% Other 3.3% Supply Chain 3.3% Supply Chain 0.8% Procurement 0.8% Procurement
Q10
Q10
Q10
WHICH SECTOR HAVE YOU MOST RECENTLY WORKED IN? 17.1 19.1
17.1 19.1
Public Sector Public Sector
9.4 and Not-for-Profit Charity and Charity Not-for-Profit 5.7
9.4 5.7 17.6
17.6
Private SMEPrivate SME
25.5
25.5 13.5 13.1
International SME 13.5 International SME
13.1
24.9
Private largePrivate large Private ASX Private top 100ASX top 100
20.3 17.6 17.6 0% 10%
0% 2012 2011
24.9 20.3
17.6 17.6 10% 20%
20% 30%
Surprisingly we have seen an increase in interims working within the charity and not for profit sectors and this has certainly been a growth sector for interim management. These organisations can really benefit from an interim providing flexible short- term expertise, without the costly experience of hiring somebody permanently or risking a high exit cost. Perhaps not surprisingly, we see a slight decrease in interims working within the public sector. Restructuring within government has seen a number of redundancies and the sector generally has been slower to pick up on the value 30% an interim can bring.
RESULTS
Q11 Q11
WHY ARE YOU CONSIDERING INTERIM? (TOP 3 SELECTED)
49.2% Work with different businesses 48.4% For the variety of jobs on offer 41.8% To work flexibly, even part time 38.5% To stay employed 24.2% To look at permanent opportunities once in post 7.4% To fit with NED commitments
Q12
For the talent, project-based work has simply “become more attractive than the alternative. Today technology makes it easy to plug in, the corporate social contract guaranteeing job security and plush benefits is dead or dying, and 80 hour weeks are all too common in high powered full time jobs. The surprise may be not that top talent is looking for ‘permanent work’ but that anyone 9.8 who About to take offhas a choice would want a traditional job.
”
6.8
“
47.3 [interim managers]...value the autonomy 49.4 and flexibility of temporary or project-based work 29.8 Demand will remain theand samefind the compensation is comparable to 32.9 what they earned in full-time jobs - sometimes 6.1 even better. Shrinking demand Set for steady growth Most over the next 12 months
3.2
”
The Rise of the 6.9Supertemp. The best executive and professional No real appetite jobs may no longer be full-time gigs. By Jody Greenstone Miller
7.6
and Matt Miller - Harvard Business Review.
0%
10%
20%
30%
40%
50%
60%
RESULTS Q12
Q12
WHAT IS YOUR VIEW ON THE GROWTH OF INTERIM IN AUSTRALIA? 2012 2011
9.8
About to take off
6.8 47.3 49.4
Set for steady growth over the next 12 months
29.8 32.9
Demand will remain the same Shrinking demand
6.1 3.2 6.9 7.6
No real appetite 0%
10%
20%
30%
40%
50%
60%
Growth will be strong particularly as more organisations “begin to appreciate the flexibility interim management offers. ” Slowly! The concept needs serious promotion beyond the “largest employers. ” sectors/employers make effective use of interims and “willSome continue to do so. Others will start to realise the benefits, especially with an ageing population, and will gradually start to make more use of interims.
”
As the concept spreads more widely the uptake will “increase exponentially ” “No real change. It is tied to global economic prosperity.” Quotes from survey participants.
RESULTS
Q13
HOW WELL DO CLIENTS GENERALLY UNDERSTAND THE CONCEPT OF INTERIM?
Q13
2012 2011
8.6 10.8
Comfortable with the concept and use them regularly Have some experience, not consistent across the business
43.3 41.4
Need to be convinced, open to the concept
39.6 43.4 8.6
Not open to the concept and do not understand it Will never use an interim
4.4 0.0 0.0 0%
10%
20%
30%
40%
50%
60%
Q14
Yes, the availability of erims is the only answer
Partially, combined with other methods No, it will only be used sporadically
wont be embraced at all
It is critical to distinguish between senior contracting and “interim management. ” is the key - not all employers truly understand “theAwareness concept of interim and think you are simply a contractor/agency worker. ” More and more companies are looking to experienced “interims to help them meet a variety of challenges. It is 18.0 15.9
69.0
73.4
13.1 an alternate option to higher paid and often less becoming 15.9 experienced management consultants.
”
0.0 Quotes from survey participants. 0.0 0%
10%
20%
30%
40%
50%
60%
70%
80%
50
8.6
Not open to the concept and do not understand it
RESULTS
Will never use an interim
4.4 0.0 0.0 0%
Q14
Q14
10%
20%
30%
40%
50%
60%
DO YOU THINK INTERIM MANAGEMENT POSES A SERIOUS SOLUTION TO THE LOOMING LEADERSHIP SKILLS GAP?
18.0 15.9
Yes, the availability of interims is the only answer
69.0
Partially, combined with other methods
73.4 13.1 15.9
No, it will only be used sporadically It wont be embraced at all
0.0 0.0 0%
10%
20%
30%
40%
50%
60%
2012 2011
increasingly trusted by corporations to “doThey’re mission-critical work that in the past would have been done by permanent employees or established outside firms.
”
The Rise of the Supertemp. The best executive and professional jobs may no longer be full-time gigs. By Jody Greenstone Miller and Matt Miller - Harvard Business Review.
70%
80%
RESULTS
Q15
ARE YOU CURRENTLY ON ASSIGNMENT?
Q15
We have seen an increase in people ‘off assignment’. This is in part explained by an increase in ‘new entrants’ to the interim market, with less developed track-records and networks. It is also perhaps a sign of the economic uncertainty and businesses reluctance to spend on significant change programmes that would warrant an interim. The evidence also suggests that there has been a move away from lengthy assignments to more discreet pieces of work. Where before there may have been an extension for the interim, contract lengths are now under more scrutiny. The good news is that the gap between assignments has shortened significantly and the number of assignments Watermark is managing at any one time has increased.
32.1
Yes
47.8 67.9
No
52.2 0%
10%
20%
30%
40%
50%
60%
2012 2011
Q16
33.3
Less than 1 month
28.3 44.7
1-5 months 6-11 months
36.5 13.1 15.7
70%
RESULTS Q15
Q16
HOW LONG DID YOUR LAST ASSIGNMENT LAST?
Q17 Yes
32.1
14.8
Less than 1 month
8.6
No
67.9
33.8 52.2 30.5
1-5 months 0%
2012 2011
47.8
10% 6-11 months
20%
30%
20.3 20.6
40%
50%
60%
70%
31.2
12 months +
40.3 0%
10%
20%
30%
40%
50%
60%
Q16
Q17
Q18
IF ‘OFF ASSIGNMENT’ HOW LONG HAS THIS LASTED? 21.5
A 'gap' assignment Less than 1 month
14.1
28.3 30.0 27.8
Change management 1-5 months Specialist skills 6-11 months Added resources 3.8 12 months + 3.7 Maternity cover
1.7 0%2.1
13.1 15.7 8.9
2012 2011
33.3 44.7 36.5 36.3 46.1
19.5 10%
20%
30%
40%
50%
60%
6.8 6.2
Covering a newly created job 0%
10%
20%
30%
40%
50%
60%
8.6 33.8 30.5
1-5 months
RESULTS
20.3 20.6
6-11 months
Q18
31.2
12 months +
40.3
WHAT WERE THE REASONS FOR 0% 10% 20% 30% 40% YOUR LAST ASSIGNMENT?
50%
60%
Providing specialist skills remains the primary reason for interim assignments in Australia. Interestingly, we have seen an increase in change management assignments as organisations increasingly look for outside help to deliver difficult transformation programmes.
Q18
21.5
A 'gap' assignment
14.1 30.0 27.8
Change management
36.3
Specialist skills Added resources Maternity cover
46.1 3.8 3.7 1.7 2.1 6.8 6.2
Covering a newly created job 0%
10% 2012 2011
20%
30%
40%
50%
60%
RESULTS
Q19
IF GAINING WORK THROUGH YOUR OWN NETWORKS, HOW IS IT SOURCED?
Q19 Prior job contacts
26.1 25.2
Face to face networking
Q19
2.6 2.2
Networking events
Prior job contacts Face to face networking Networking events Friends and family
Online networking
Q20
Job boards
26.1 25.2
8.5 4.2 2.6 2.2 2.1 4.6 5.6 5.0
0%
Q20
55.1 58.8
5.6 5.0
Online networking Job boards
2012 2011
55.1 58.8
8.5
10%
20%
30%
40%
50%
60%
4.2
2.1 HOW IMPORTANT ARE RECRUITERS 4.6 IN SOURCING WORK?
Friends and family
Q20
0%
10%
20%
30%
40%
50%
60%
We always encourage our community of interims to revisit old networks and to become more active in their own networking. However, interim providers are increasingly being seen as an important tool, especially by professionals seeking assistance to break into new markets. 51.3% Very important
44.4% Occasionally use them 4.3% Never use them
51.3% Very important 44.4% Occasionally use them 4.3% Never use them
CASE STUDIES INTERIM CHIEF TECHNOLOGY OFFICER (CTO)
INTERIM GENERAL MANAGER OPERATIONS AND MAINTENANCE
THE CLIENT
THE CLIENT
We were approached by a multinational business to recruit an interim Chief Technology Officer for one of their major projects. We had an extremely limited timeframe to turn a short-list around as the need was urgent.
Our interim business was approached by a Queensland based, ASX Listed infrastructure organisation who are to deliver and manage major projects over the next few decades in Queensland. The design and construct phase is due for completion in 2012.
THE BRIEF Our client had independently recruited a permanent Chief Technology Officer who had quickly exited the business leaving our client with an immediate leadership and project management vacuum. The CTO was to be responsible for developing IT and technology strategy and implementing the IT infrastructure for a new and high profile contract our client had won. It was a demanding brief requiring the interim to not only bring immediate leadership and strategic input but also to get the project back on track. The interim was also required to recruit a number of permanent new hires to the new team.
WATERMARK’S SOLUTION We produced a short-list of three potential interim managers, a mixture of local and interstate options with the relevant combination of strategic vision and leadership but also the ability to get ‘hands on’ with the project. After two quick rounds of interviews the interim was appointed and started virtually the next day.
THE OUTCOME The project is now back on track, the recruitment of the new team and a successor to the interim manager is complete.
THE BRIEF One of the organizations senior managers was unexpectedly unable to work due to ill health and therefore, in this critical final phase of construction and completion, a need for an Interim Manager was necessary. There was a need for a senior manager with the relevant industry experience as well as functional expertise with major infrastructure projects, build and construct experience and very specific experience in road and tolling.
WATERMARK’S SOLUTION Within forty-eight hours Watermark Interim identified a highly experienced manager with all of the relevant expertise gained both here in Australia and internationally who had recently returned from Europe with the exact skills and experience required. Within 48 hours he had flown to Queensland for an interview and was placed in the organization within 1 week of taking the brief.
THE OUTCOME The interim manager was placed on a 12 month contract to manage the various projects through to completion and draw on his years of experience to add value from day one. He has successfully integrated seamlessly as part of the senior management team.
CASE STUDIES INTERIM CEO
OTHERS
THE CLIENT
Interim Chief Information Officer (Federal government agency)
Watermark Search International was approached by a state controlled agency to recruit both an interim Chief Executive Officer and a permanent successor.
THE BRIEF The interim Chief Executive officer came into the organisation during a period of change; the former CEO was no longer in post, the organisation was undergoing a period of significant organisational and cultural change and the senior management team was unsettled. The interim CEO had to quickly earn the trust of the Board and win the respect of the senior management team and provide the organisation with short term leadership, at the same time supporting the ongoing change process.
WATERMARK’S SOLUTION Having conducted a search of our existing pool of interim associates, Watermark selected and presented a candidate to the Board who was able to meet them at extremely short notice. Our associate brought a unique blend of both public and private sector experience to the client and had a demonstrable track record of success in managing larger and more complex organisations. As our associate was almost overqualified for the job, he brought immediate gravitas to the team and assurance for the Board.
THE OUTCOME The interim associate successfully brought stability to the team, moved their change programme on successfully and was involved in the recruitment of a longer term replacement.
Interim Director of HR (Retail travel) Interim GM Sales & Marketing (Energy) Interim Group Financial Controller (Professional services) Interim Managing Director (Wholesale/distribution) Interim Director of HR (Mining/resources) Interim General Manager (Infrastructure) Interim Change Manager (Energy) Interim Remuneration Specialist (Construction) Interim CIO (Outsourcer) Interim Financial Consultant (Mining services) Interim Director of HR (Manufacturing) Interim GM Customer Services (Utility) Interim CFO (Food manufacturing) Interim COO (Outsourcer)
THE RANGE OF WATERMARK SEARCH INTERNATIONAL SERVICE OFFERINGS
EXECUTIVE SEARCH
INTERIM MANAGEMENT
BOARD APPOINTMENTS
Watermark Search is a longestablished search firm specialising in C-level appointments. We have a strong in-house research enabling us to scour Australian and international markets for the best talent, rather than simply relying on advertising or our existing database.
One of the most rapidly expanding areas of our firm, the emergence of interim management in Australia is being fuelled by growth on the supply side: there are more top quality senior executives than ever before working on interim assignments.
Watermark advises many clients on the appointment of chairs and non-executive directors. We work with public listed companies as well as the government sector, government owned corporations, not-for-profits, etc.
MARKET MAPPING
MARKET INSIGHTS
We offer clients bespoke research on people and competitor dynamics. We gather first hand and up-to-date intelligence on a variety of sectors which can be used as a precursor to a search assignment or for internal benchmarking.
We have a unique ‘window’ in to the business, government and investment world and are available to provide informal market insights to our clients on topics such as salary packages.
WATERMARK SEARCH INTERNATIONAL T 02 9233 1200 WWW.WATERMARKSEARCH.COM.AU
