https://www.randstad.be
https://www.randstad.be
Jacqueline Demaeght is a partner at Randstad Interim Management and has 30 years experience as a “matchmaker”. She gained experience at Randstad Professionals in various business lines. Here are her four practical tips for those who are going to take on interim managers or consultants:
1 one solution for one problem

Everything starts with a challenge, opportunity or a problem. The right consultant or interim manager can be part of the solution. “We advise on a solution after an intake interview. That might be transition management, or, for instance, an interim manager that introduces the staffing policy and entire staffing cycle in anticipation of the arrival of an internal manager.”

2 start-up and continuity

“We always look for an expert who can provide a temporary solution for a project for which the company itself doesn't have the necessary knowledge.” This external staff may draw up a new process, use their expertise to take over some of the HR duties, for example, recruitment, or provide continuity in the case of the long absence of an employee.

3 immediately cost effective

When you hire a permanent employee, you also look at the growth potential of your candidates. For an interim manager or consultant, growth potential is of no importance to the company where they are going to work. “By definition, our experts are employed temporarily at the company. So, it's important that the candidate is cost effective from the very first day. An interim manager doesn't have the time to acclimatise to the job.”

4 tailored to your needs

“We translate the client's needs into expertise and competencies. We also assess the person's profile.” A top expert who feels at home in large companies is not necessarily the best interim manager in a family-owned SME. Sector, company culture and so on play an important role in achieving a successful outcome.

op maat

'De behoefte van de klant vertalen we in expertise en competenties, maar we kijken ook naar het profiel van de persoon.' Een topexpert die zich thuis voelt in grote ondernemingen is niet noodzakelijk de beste interim-manager in een familiale kmo. Sector, bedrijfscultuur... spelen een belangrijke rol in het succes.