The 2026 IIM Interim Management Survey – A year of transition for public sector interims

First, a thank you.

To everyone who contributed to this year’s survey. The consistency and scale of response is what gives this report its value. And to the Institute of Interim Management for continuing to provide a clear, independent view of the interim market.

Each year, this is a moment to listen properly. To understand not just what is happening, but how it is being experienced.

We are proud of the work we do alongside interim managers. How we support their careers, and the difference they make to organisations across the public and not for profit sector. To have been voted the leading IIM provider for the 2nd year running is something we are enormously proud of. It says the way we work is valued by our interim community. That we are consistent in how we support people and their careers, and that we champion the impact of interim managers. I know how ambitious our team are for those we work with, how passionate they are; and so this vote of confidence is testament to their hard work, and I’m privileged to work alongside such brilliant recruiters.

The survey is a chance to listen, to learn, and to improve. And these are my reflections on the survey and the things we will be considering when supporting new, and experienced, interim managers over the next 12 months.

What the last three years are telling us

Looking across the last three surveys, a pattern is clear. This is not a short-term fluctuation. The trends point to a shifting interim market, that is resetting after the peaks of 2014 and 2015 and the rebound post Covid-19 pandemic.  

• 2024 saw a sharp drop in utilisation and confidence
• 2025 deepened that pressure with average billed days at around 133, and with a third of interims not on assignment at the end of the year.
• 2026 shows early recovery
  • Average days billed has risen back to around 145 to 150 days. With 37% of interims working between 181 and 240 days.
  • Roughly two thirds of interims are now on assignment
  • Average gaps between roles remain at around 3 months

Public sector roles now account for roughly 20 to 25 percent of assignments. In my mind, partly an indication of the challenges across industry & commerce, coupled with continued and consistent demand for interims in the public sector. That said, constraints driven by budget pressure, policy waiting to turn into action, and approval complexity have softened the public sector market in recent times.

The direction of travel is positive. But the reality is that the market is still challenging for some, and the partnership between interim and interim service provider more important than ever.

Key themes from the 2026 survey

1. The market is moving, but still feels tough

There is more activity than last year, but confidence has not kept pace.

• Around half of all interims say securing their next role is their biggest challenge
• Over 40 percent highlight reduced demand and increased competition.
• In the public sector, this is slightly lower, with 25% expecting the market to improve, 28% expecting to remain the same, and 37% expecting the market to decline.

Even with improved utilisation and increasing day rates:

• Earnings have not recovered to previous levels
• Many interims still expect income to stay flat or decline

In the public sector, this is amplified by slower hiring processes, tighter controls on spend and a polarising market. The experience is uneven for those working as interims; some are consistently in work, with limited gaps between assignments and high working days. Others are facing longer, more uncertain gaps. All driven by demand for certain skills and experiences to meet the current service, financial, and policy pressures of public sector organisations.

2. Public sector budgets remain under pressure

Day rates tell a clear story.

• The average interim day rate across the interim market is just under £900
• In the private sector, average day rates are now above £1,000
• In the public sector, typical day rates sit closer to £700, depending on role and seniority
• For those working in Not For Profit organisations, the average day rate is £728, up from £680. The first time it has surpassed the broader public sector average.

That creates a gap of roughly 30 to 40 percent between public and private sector earnings.

At the same time:

• Day rates have been largely flat over the past two years
• There is continued downward pressure in publicly funded roles
• A slight premium continues for roles outside IR35 (£949 v £830), in part due to the specialism in nature of work.

3. The structure of interim work is changing

There is a clear shift towards more flexible models.

• Around 1 in 4 assignments are now fractional or part-time
• Average assignment length has increased to around 10 months
• More roles are being sourced via providers rather than direct engagement

The rise of fractional and part time reflects a broader societal shift of how people want to engage with work. Many who would traditionally transition out of permanent employment into interim work are now preferring part time consulting or coaching work. Those who chose to enter the freelance world earlier in their career are doing so to find variety and to offer their experience to a broader portfolio of organisations. In the last 12 months we’ve seen some hiring organisations recognise this, but there is more work to be done to shift thinking on the best way to resource gaps between permanent appointments, or to add capacity and capability into an organisation.

4. Representation is improving, but remains behind where it should be

There are positive signs:

• Female representation is now approaching 28 to 30 percent of the interim population. A 3% rise on last year,
• In the public sector, females represent 38% of interims working, so outperforming the private sector, but it shows that more work is needing to be done to see this increase further.
• The gender pay gap has narrowed, but still sits at 13 percent (down from 15%)
• Ethnic representation has improved slightly, but those from the global majority only make up 19% of the interim workforce.

And in the public sector, it shows that the interim community still does not reflect the diversity of the public sector workforce or the communities it serves. All which impact performance and decision making in public bodies.

So whilst there are small signs of progress, it is still too slow, and my concern is that stats ebb and flow rather than show sustained improvement. Alongside client attitudes and approaches, how interim providers and the wider recruitment industry adjust their own practices and hiring is key to helping tackle the representation gap.

5. Candidate experience continues to be inconsistent

This remains one of the clearest messages in the survey.

• A significant majority of interims still cite lack of communication and “going silent” as their biggest frustration
• Fewer than half report regular contact from providers during assignments
• Even fewer experience ongoing engagement between roles

These are not complex problems. They are about consistency and intent. And they matter because they shape trust in the recruitment profession.

Pleasingly, I know this is not something that Tile Hill interim workers often say. Whilst we do get it wrong occasionally, we know that our NPS of 84 is a sign of the consistency in how we communicate with our interim community. And I hope our recognition in the survey is further evidence of this.

That said, the feedback in this years survey strengthens our resolve to take this to another level, to strengthen how we work with our interim community, and find new ways to share insight, provide advice and give clarity through periods of uncertainty and opportunity.

Practical reflections for interim managers

A few things are becoming clearer in this market.

• Clarity is critical - Interims who can clearly articulate their impact are standing out.
• Positioning matters - Being known for something specific is more powerful than being broadly available.
• Flexibility helps - Fractional and portfolio roles are now a core part of the market from an interim perspective. Whilst the employment market is catching up, there is work to be done to make it easier for people to access that want a portfolio. But the more flexible an interim is towards part time or full time, the more likely they are to meet clients needs or budgets.
• Resilience is still required - Gaps between assignments remain a reality for many. How you use the time during and between assignments matters to your long term success as an interim manager.

What this means for us at Tile Hill

The outcome I am aiming for is simple. That working with Tile Hill feels different. That you experience consistency between our teams and consultants. That it is thoughtful, and human.  The survey reinforces where we are making progress, and where we need to keep pushing. So I’m grateful to everyone who takes time to respond to the IIM survey and our requests for feedback. I love speaking to interims who have experienced Tile Hill, and this link gives you a chance to book time in my diary to share your thoughts.

Our commitments moving forwards

1. We will raise the standard on communication - You will hear from us regularly, with purpose. Whether in person, a call, or an email. We will keep in touch with those working closely with us.

2. We will be clear and timely with feedback - Honest, useful, and delivered quickly.

3. We will position interims based on impact - Helping clients understand the value you bring, particularly in complex public sector environments.

4. We will champion public sector careers – Celebrating what makes working within the public and not for profit sector so rewarding and impactful. And the ability for people to plot a path across the public sector and bringing value from their different experiences

5. We will continue to push for a more representative market – Through how we support people,  who we support, and how we show up. Through programmes like Different, we want to play our role in making the interim market as diverse and accessible as possible.

6. We will lead on candidate experience - Not as a statement, but as a consistent, measurable standard. We will ask for, and listen to, feedback. Using this to drive continuous improvement.

Closing reflection

Working as an interim manager can bring huge personal and professional fulfilment. It can offer amazing work experiences, the chance to work in amazing organisations at different stages of their journey. And it can offer the chance to do meaningful and impactful work. But… it currently is a demanding interim market and requires those with resilience, a clear proposition, adaptability and the willingness to lead through uncertainty.

With geo-political events affecting the economy, I don’t see the global context shifting dramatically. So, what becomes important is championing the impact of interim managers, showing how they help organisations navigate through this period. And for interim managers, it is about being clear on your proposition and working closely with the interim providers that will offer support, advice, and guidance.

We know the expectations of interim managers are higher. That we need to keep the person at the centre of our work. That consistency and honesty of communication is vital, and that the role we play in supporting the careers of interim managers through this period is critical.

So, my commitment to you all:

We will keep listening.
We will keep learning.
And we will keep raising the standard of the recruitment industry.