Reflections on the IIM survey for interims in the public sector

Introduction 
The annual Institute of Interim Management survey is an accurate barometer for the interim profession, and serves as an opportunity to understand how interims are feeling, the experiences that have shaped these, and to reflect on the role that we as recruiters can play in supporting their careers.  

This year’s survey findings point to a decreasing level of confidence amongst interims across all sectors, driven by a range of economic and geopolitical factors that are impacting day rates, utilisation, and gaps between assignment. It indicates a period of introspection as people consider their future career options and renews the focus on partnership between interim and Interim Service Provider (ISP). It is a symbiotic relationship and requires us all to champion the difference that interim managers can, and have, made to organisations in a range of settings, and to continue highlighting the benefit that comes from having a flexible resourcing strategy for organisations as they navigate periods of change. 

I want to thank the 7000 interims who responded to this year’s survey. And thank the team at the Institute of Interim Management (IIM) for making it all happen. We all gain from the insight the survey provides, and the interim community is richer for it.  

I’m so proud that Tile Hill was voted the leading interim service provider and am grateful for all those who kindly voted for us. We love working with interim managers in the public sector and are motivated by the work you do on a daily basis. We want to be known for the support we provide people as they navigate their career, and to have this vote of confidence is inspiring. Coupled with this, to have Nik Shah voted as the leading consultant for the third year running, and Dino Christodoulou recognised as a leading consultant for the fourth-year running is the icing on the cake. I know they are both humbled by the results.  

I’d encourage you to read the full survey report, especially if you took the time to fill it in. As we do each year, I wanted to pull out some key elements that relate to interim managers working in the public sector and our reflections on how this impacts the support we provide.  

Survey findings 
Confidence levels 
Unfortunately, the mood of the interim community has been severely impacted by the trends of the last 18 months. A lengthy period of economic instability and political change has certainly impacted interim demand and is causing many to reconsider whether they continue working as an interim manager. Unsurprisingly, data from the Recruitment Employment Confederation also points to a decreasing level of confidence from employers considering investing in permanent hiring decisions, aligned closely with confidence in the UK economy. All worth considering for those weighing up their career options. 

For interims in the public sector, 46% expect a declining market (a 12% reduction in confidence from last year). Which given the policy agenda of this government is counterintuitive, and in the conversations, we are having with public bodies we know there is pent up demand for resource.  

Our outlook remains positive for interims who can demonstrate the value they bring to organisations and the evidence they have to support this. The survey results point to 20% of working interims occupying the business change/transformation space last year, with a further 10% in programme or project management roles. Given the policy and funding agenda in the public sector, this is hardly a surprise and highlights the importance for interim managers to demonstrate their change credentials. Beyond this, a large chunk of demand for interims was in c-suite roles and we expect this trend to continue. For example, in our local government practice we know that LGR is having an unsettling effect for those in permanent leadership roles and causing a high percentage to look for new roles or consider retiring. All of which are drivers for interim recruitment and highlight the importance of c-suite leaders who can parachute into a range of environments to lead organisations forward in complex and ambiguous times.  

For anyone that wants to understand the market we are seeing in more detail, then please use this link to book a call with the relevant team member.  

Contract lengths and gaps between assignments 
Confidence levels have also been impacted by day rate pressure, contract lengths and the gap between assignments. There was a 12% reduction in average days billed in the last year, and this is the lowest it has been since the Covid-19 pandemic. However, the average length of assignment was up slightly to 9.6 months and there was a higher number of people physically in contract at the end of financial year. Both signs that hopefully point to an up-tick in the market. With 94% of interims having at least 1 contract in the year, the focus for interim managers has to remain on continuously building networks and spotting opportunities for new assignments while still working. With the average gap between assignments increasing to 3.3 months, it compounds the need to network, and to work closely with ISPs to find future opportunities. The data evidence this trend, with an increase in the number of interims securing work through third parties. To support this, Tile Hill will continue to run webinars for those looking to sharpen their networking skills and how to market themselves.  

Day rates and pay differentials 
The average day rate for interims in the public sector reduced slightly from £706 to £701, and from £711 to £680 for those working in the charity sector. The pay differential between public and private sector shifted from 36% to 38%. And worryingly, a 15% pay differential between male and female interim managers remained. This may explain why the percentage of female interims declined to only 25% of interims, a long way from the 30% seen in 2014 and 2023. This trend continues to point at the need for addressing issues around pay, and more generally continuing to make working as an interim manager accessible and rewarding for everyone. With White British interims constituting 80% of all interims, it is not reflective of society, and we are committed to making the interim community a place where everyone can thrive and find fulfilment. We have a role to play in this, and I am keen to understand what needs to change to make the interim community more diverse, what barriers need removing, and what role recruiters can play in this. Afterall, the benefits that diversity brings to organisations is unquestionable.  

As with last year, a premium was paid for specialists who occupy roles outside IR35. With the average rate circa £150 higher than those inside IR35. Which is a huge 51.5% increase on the averages from last year (£99). 66% of interims have operated inside IR35 in the year, and this aligns with the split of interims we have working via Tile Hill.  

What will be interesting to consider is the impact the Employment Rights Bill has on IR35 status as it becomes legislation, andorganisations start to consider their approach to hiring. A topic we will be covering in more detail in due course.  

Other key findings 
Other statistics I thought worth sharing was that 47% of interims haven’t been required to stay away from home. Given the current trend of employers asking their workforce to be more visible in the office, it is interesting to reflect how interims have been working. 24% of interims were away occasionally, with 7% away for 1 night and 10% away 2 nights. Trends worth considering when weighing up becoming an interim manager, or when determining your rate for contracts.  

Of the 7000 who responded to the survey, 19% are considering a return to permanent employment. And if you fall into this category and would like to discuss how best to approach this transition then please get in touch using this link and I’d encourage you to read the following article from Jonny Finnikin.   

A further 15% are considering becoming a Non-Executive Director (NED) and pursuing a portfolio career that either compliments their interim work or replaces it. For anyone that is considering this, then please get in touch for a conversation on how best to approach it and the things to consider in how you write your CV, apply, and interview for the different types of NED, Trustee and Committee role. You may also find our downloadable guide useful when weighing up NED opportunities.  

Tailoring your interim CV to stand out 
What also continues to be a theme in the annual IIM report is the small percentage of interims who actually tailor their CV for the roles they are applying for. Something I’d strongly encourage doing. This year, there was a 3% increase to 27% of interims tailoring their CV. Given the competitive landscape and the need to evidence the value you bring to an organisation in order to stand out, it is an essential consideration and will directly impact the success you have of being invited to interview. I’d welcome the thoughts of interim managers who don’t tailor their CV to understand if they are not given long enough by recruiters to do so, or that briefs are not detailed enough to allow you to understand the key priorities to be able to pick out relevant experience, or if it is a lack of trust in it making a difference?  

Our commitment at Tile Hill is that we will work with you to help your CV stand out to hiring organisations. More than this, our hope is that we have established a relationship that allows us to understand your experiences and strengths, and to be able to position you successfully with the client. Whilst this isn’t always possible, I’d love to hear from anyone within our network who wishes to develop their relationship with Tile Hill further. Afterall, the data from this year’s survey highlights the important role that recruiters play in helping interims secure work (with 69% of interims having been put forward to a job by an ISP they already knew).  

Partnering with ISPs 
70% of interims are registered with between 1 and 5 ISPs, and 19% with 6-10. The long-term relationship and partnership between an interim and their trusted recruitment consultants is a critical success factor and something that is worth investing time in. Whilst going beyond 5 trusting relationships with the right recruiters isn’t always needed, it doesn’t hurt to be known by a wider community as you never know who will come up with the perfect role. If you aren’t confident in the relationship you have with recruiters, or you don’t feel they know you well enough, then I’d strongly encourage you arranging to pop in for a cup of tea to overcome this. And to ask other interims for recommendations of recruiters to work with.  

The IIM survey offers a valuable snapshot of the interim experience and it's a great starting point for understanding how others in the profession are navigating the market. But one finding stands out: only 5% of interims were referred to an ISP by a fellow interim. Given the strength and connectivity of the interim community, that figure feels surprisingly low. Hopefully, next year’s results will reflect a stronger culture of peer support and referral - because if anyone understands the value of trusted talent, it’s us as a community. 

What is clear is the need for constant communication between ISP and interim. 58% of interims want contact with their ISP when not in contract, and worryingly, only 34% of interims received monthly contact from their ISP whilst in contract. That might be the industry norm, but it’s not ours. At Tile Hill, we don’t settle for transactional relationships. We stay close, stay connected and stay committed. 

My personal reflections and our commitments to you 
Reflecting on the survey results, I’m hit by confidence levels of interims across the board. It strengthens my resolve to make Tile Hill’s teams more empathetic and to spend more time developing supportive relationships with the interims in their network. It shines a light on the need for more frequent communication and to share more of the insights we are gaining from discussions with organisations across the public sector. Tile Hill’s values are passion, ownership, integrity and ambition, and I’d hope these are experienced by everyone who come into contact with us. We are passionate about the public sector, and the difference that the right leaders can make on a permanent or interim basis. We act with integrity, and this sits at the heart of our partnership approach with people. We make your priorities our own, work hard to champion the impact that interims can have, and to work with professionalism and care. And finally, we are ambitious for the careers of those we support and recognise that our success is closely aligned with yours. 

As we look forward, our commitments are: 

1. To increase the level of communication with our interim community, offering market updates, thought pieces, top tips blogs, invites to webinars and events. All aimed at helping you achieve your career ambitions.   
2. To continue to make the interim community more inclusive. Exploring the role we can play in removing barriers and addressing pay disparity  
3. To develop deeper relationships with interims that allow us to represent you with conviction to potential hirers 
4. Offer support to those in transition to a new way of working. Whether considering a move back to permanent, starting out as an interim, or building your NED career, our experts can offer advice and guidance 
5. To continue listening and responding to the feedback provided to us by interims who we’ve put forward to roles, and to share our learnings more frequently  
6. To run workshops and write guides that help to develop the skills of interim managers in how to market themselves and demonstrate their value 
7. To support more interims to tailor their CVs for the roles they are applying to 
8. Sharing more insight on the legislative changes and how that will impact public sector hiring