first_imgRelated posts:No related photos. Girl powerOn 15 Oct 2002 in Personnel Today Previous Article Next Article Comments are closed. Flexible,varied and rewarding – it’s no wonder people like Anne Bruce are turning to aninterim career at a younger age. Nic Paton reports  AnneBruce, 39, of Anne Bruce Consultancy, has been an HR interim manager andconsultant for the past two years, based in Hitchin, Hertfordshire.”Ilove the flexibility of being an interim. I normally have one part-time interimproject on the go at any one time, which usually lasts for two to three days aweek. The rest of the time I do freelance and consultancy work.BeforeI became an interim, I worked as HR manager at TRW aerospace, and before that Iwas head of HR at Gatwick Express. Peopleask me why I didn’t wait to become an HR director before becoming an interim,but I was already working at that level of responsibility, and had gained therelevant experience, and it was the route I wanted to go. Mybackground has been largely in change management. I can pretty much go intoorganisations and companies and change things.Ithink what people are looking for is flexibility and the ability to go in, pickthings up quickly, understand the business and build good relationshipsswiftly. If you can do that, how old you are is of less relevance.Atthe moment, I am working with a large FMCG where the age profile is quiteyoung. All the way through it has been the skills that I can bring to the jobthat have mattered, rather than my age.Interimmanagement is certainly something I am going to continue to do in the mediumterm, and probably the long term. I am not looking for a permanent job, andpeople like that. Lotsof organisations are looking for people who are career interims rather thanthose who are going to come to an assignment feeling they have to provethemselves to get the job. As a professional interim you are there to do aspecific project or bring a particular objective forward because you bring lotsof different experiences to the job.IMenables me to experience lots of different organisations while working invaried ways. I might be doing change management one day and one-to-one coachingthe next. I find it is good to have a balance between HR project work andcoaching work.Itcan be very rewarding. There was one project I was working on where I set up anew resourcing team. I got it up and running, recruited my replacement and thenleft. Onanother occasion, I helped an organisation prepare for a merger, and in anotherI helped set up a compensation and benefits structure. I have also beeninvolved in a project on leadership and management coaching.Assignmentstend to be a mix of working in-house and from home. Generally speaking, whenyou are given an interim project you will be left to your own devices and areexpected to simply come back with the results, so it is normally veryhands-off. Thelevel of contact with HR managers again, varies, but it is always my skillsthey are interested in, rather than my age. Whatis good about being an interim is that you get the work-life balance right. Youare in control and can do the sorts of projects you want to do. You don’t getinvolved in the politics within the organisation, either, so that means thereis much less stress. Onthe downside, you need to have the kind of mindset that can cope withuncertainty, because you never know where the next project is going to comefrom. last_img

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