IDR, Inc.’s Post

I had a great question from one of our permanent consultants yesterday, asking what are the top 3 things which make a great interim manager?   Personally, I think there’s more than 3 but it got me thinking about the top 3 behaviours / traits I value the most as someone who recruits in this space.   Commitment to the cause - Every assignment will have its challenges. Solutions focussed – Make it a better place than when you first joined. Have empathy – Demonstrate that you’re there to help make your colleagues jobs easier.   As an interim manager or interim user, what are the top 3 things you think make a great interim manager? Comment ⬇

How do you collect evidence to demonstrate the disparity between job descriptions/roles and what people are actually doing at work? No, it is not a trick question, I would be interested to know; 👀Do you WATCH them? Have you: 👀Watched them for a whole shift, for a couple shifts? 👀Watched  the same shifts with different people? 👀Watched what they do and also understood why they do it? I am not talking about a covert operation but a simple shadowing exercise, observing what they are doing without getting involved, without interrupting and without being intrusive. A few hours spent with a manager will provide a wealth of information about how the business works; A few more hours will indicate many of the problems and issues with which Managers and Supervisors have to contend. A full shift will explain why people behave as they do. Done a few times, this exercise will make you realise what make the business really ‘tick’. And then there is all the crucial REAL information to drive future improvements. What people actually do – and why – should be central to the establishment of a competency framework and the subsequent development actions. For more information, please do not hesitate to contact us – we are really really good at this stuff. #wefixfactories #peopleandprocesses #lean #continuousimprovement #behaviour

What we learned: from filling a 𝗖𝗵𝗶𝗲𝗳 𝗼𝗳 𝗦𝘁𝗮𝗳𝗳 𝗿𝗼𝗹𝗲 A chief of staff is the operational swiss-army knife of any organisation. It's a tricky role to hire because they have SO many responsibilities. When I filled a CoS role last year for a Synthetic DNA company, here are 3 things I learned: 💼 Where the option is there to be sector-agnostic, management consulting firms with dedicated life science divisions are a rich pool of qualified talent. 💼 Matching based on skills, rather than job titles, meant that lead Strategic Project Managers were great potential fits for the role. 💼 The soft skill that all our strongest prospects displayed in abundance, was proven examples of world class time management. Have you hired a chief of staff? What tips would you have for doing so? #hiringtips #masonharding #lifesciencerecruitment #executivesearch

Unlocking potential, driving success. That's what we do best. 💡Gather round fellow qualified candidates for the below job apply via the email below. #complianceofficer #strategymanager #consultancy #ChangeManagement #corporatestrategy #changemanager #smeconsulting

What do senior IT professionals look for in a new job? I’ve been speaking to people that are further on in their careers and taking note of what’s important to them when looking at that next step... Some of the things are obvious, and often the norm across senior positions. Things like good hybrid working ratio, rate/salaries, and flexible working. But overwhelmingly, I’m seeing the project type at the top of the list. Senior IT professionals on the whole want to get stuck into a juicy project/programme. With the market the way it is these kinds of large transformation projects have been less common. But with April here, is that likely to change? If you’re looking to attract senior IT professionals, selling them on the project might be the best way

Sometimes when we 'give', we also 'get' in return. I recently wrote a post where I offered a free one-hour career coaching session to someone who was in the middle of an extended job search. I was lucky enough to speak to a number of amazing professionals but Ife Kalejaiye was the first person to connect with me. We did a deep dive into her professional experience and her current job search. Wow, was I ever impressed! Her impressively high levels of business acumen, intelligence and most of all, grit were not only remarkable to experience but also, they were inspiring to me. I came away a slightly better person from my conversation with Ife and our coaching session together reminded me that so often when we do something for others, it benefits us in some small ways too. If anyone in the financial services space is seeking a proven product development professional with global business experience who is also a recent MIT Sloan MBA graduate, I strongly suggest you reach out to Ife today. I can't imagine that she will be on the market for very much longer. In her own words: “Seeking roles in Product Innovation and Internal Client Consulting within the financial services technology sector. Expertise in guiding product vision from ideation to execution, adept at collaborating with customers to understand pain points and establish priorities, and skilled in designing and conducting business experiments to validate and deploy innovative solutions." https://lnkd.in/gdumPCaN

Building connections during a new hire’s onboarding journey is a critical component of their success, particularly for executive hires.  At the start of FY24, EY Executive Onboarding, in partnership with our EY Career Center, launched our new Executive Connectworking series in response to feedback about the need for continuous peer connections for our direct admit executive hires. Our objectives remain steadfast:   - Create a forum for open and candid dialogue to share experiences - Strengthen relationship-building and networking opportunities - Cultivate long-term cohorts for peer support Connectworking is all about purposeful, meaningful networking and these sessions allow our executives to practice just that. A strong network is essential to integration to a new firm or job as well as to continued career growth.  

All aboard: Competencies are an important part of onboarding    ➡️ I remember when I started one of my first jobs in the consulting space, I wasn’t always clear on what skills I should focus my development efforts on. ➡️ When I asked some of the senior members of my team what they felt were the most important skills were, I received a variety of answers. ➡️ Some talked about the importance of active listening, while others talked about the importance of tailoring the solution to the needs of the client. ➡️ What I came to realize is that they were really describing the different competencies a consultant needs to be considered successful at their job. ✔️ If the organization had defined the required competencies for my job and had introduced them to me during the onboarding process, I would have developed a better understanding of what I should be doing or “how” I was expected to behave (e.g., role clarity). ✔️ I could have even measured myself against these competencies to see what skills I needed to work on as I started my new job. ✔️ By using competencies during the onboarding process, my employer would have set me and other new hires up for success and allowed us to hit the ground running! #competencies #talentmanagement #humanresources

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