Engaging an interim manager: How to get the process right

Published date: October 29, 2026

Bridging a leadership gap, implementing an ERP system or bringing specialist expertise into the business at short notice: interim managers are often needed when time is tight. This makes a structured process all the more important – from defining the assignment and selecting a suitable candidate to preparing for and supporting the engagement. Patrick Kremer, Principal at Robert Walters, outlines the mistakes he encounters in practice and what senior management, departmental leaders and HR should consider.

Clarify the assignment before starting the search

What exactly should the interim manager achieve? In Kremer’s experience, this question is not always answered in sufficient detail at the outset. Sometimes, HR takes on the search without involving the relevant departmental decision-makers in the briefing. It only becomes clear during the interview that their expectations differ from the original brief.

Companies also sometimes use a permanent job description as a template. However, an interim appointment often calls for different priorities: following a senior leader’s departure, is the main aim to maintain stability in day-to-day operations? Or are there time-critical project tasks that need to be addressed before a permanent successor takes over?

“We first establish what actually needs to be delivered during the transition. That determines the experience required. You cannot simply use the profile for the eventual permanent appointment,” explains Kremer.

Use the right network and look beyond the CV

Companies conducting their own search often turn to LinkedIn or personal contacts. However, a managing director’s, department head’s or HR professional’s network is not necessarily focused on interim management. Assessing the profiles received also takes time: experienced interim managers often have extensive CVs covering numerous assignments. Yet these frequently reveal little about the specific problems behind each role.

“We have been in contact with many interim managers for years. Through our conversations, we know what responsibilities they took on in each project and the challenges they faced. A CV alone often does not tell you that,” explains Kremer.

This knowledge helps match candidates’ experience to the requirements of the assignment. “We specifically approach interim managers whose experience fits the brief. Availability alone is not a reason for us to put a candidate forward to a client,” says Kremer.

Focus the interview on the task at hand

When selecting candidates, Kremer observes that companies sometimes spend too long holding out for an ideal profile that meets every requirement. For a permanent appointment, it makes sense to consider long-term fit with the company alongside professional suitability. For interim managers, the priority is their suitability for a clearly defined, time-limited assignment. Nevertheless, interviews often involve lengthy discussions of individual roles on a CV. This can overshadow the key question: has the person successfully handled a comparable challenge before?

“That is why we do more than send a CV. We also explain which previous assignment gave the candidate experience of a similar situation and why that experience is relevant,” says Kremer. Those conducting the interview can then explore that project in detail: what approach did the person take? What did they implement themselves? And what results did they achieve? This makes it easier to assess whether their experience fits the task at hand.

Set clear contractual terms for the engagement

Engaging self-employed interim managers can expose companies to legal and financial risks if the arrangement is deemed to constitute employment rather than genuine self-employment. If it is classified as employment subject to social security contributions, the company may be liable for backdated contributions as the employer. The contract alone is not decisive; how the engagement works in practice also matters. Extensive instructions on working hours, location and methods, as well as integration into the organisation in the same way as permanent employees, may indicate an employment relationship.

A recruitment consultancy can help companies consider these risks early on and establish a legally reviewed framework for the engagement. Before the assignment begins, its scope should be clearly defined and the terms of the engagement agreed. These should cover responsibilities, fees and duration, as well as provisions for additional work and early termination. The agreements must reflect how the engagement is intended to work within the company.

“We enter into contracts with the interim managers ourselves, involving our legal department in the process. This reduces the time and effort companies need to spend on drafting contracts and agreeing terms with the interim manager. If legal questions arise, we can involve our legal department directly,” explains Kremer.

Throughout the assignment, the agreements should remain consistent with how the parties work together in practice. If the requirements or the interim manager’s involvement in the business change, adjustments may be needed.

“We stay in regular contact with both the interim manager and the company throughout the assignment. Have priorities shifted, responsibilities changed or additional tasks been added? We raise these changes early and work together to establish whether the assignment or the terms of the engagement need to be adjusted,” explains Kremer.

Prepare for the interim manager’s arrival

In Kremer’s experience, inadequate preparation for the start of an assignment is the most common mistake when engaging an interim manager. Even experienced leaders need access to relevant information and clearly identified points of contact from the outset. The team should also understand the external specialist’s remit and who within the company is responsible for the project.

“For an ERP implementation, for example, a brief introduction to the interim manager on day one is not enough. The employees affected need to know: what is the new system intended to change? What information does the interim manager need from us? And who makes the decision if the departments involved cannot agree on an approach?” explains Kremer.

Clarifying these questions before the start creates the conditions for the interim manager to get up to speed quickly and deliver the assignment.