Most employers recruit with the aim of hiring someone permanently. However, situations arise where the need is temporary – but critical. In such cases, interim recruitment can be the smartest solution. Not just to fill a gap, but to ensure progress, decision-making ability, and operational power.
What is interim recruitment – and when should it be considered?
Interim recruitment is recruitment for temporary positions. These can be management roles, project roles or specialist functions. Often, it's about filling a skills gap that arises quickly and unexpectedly – such as due to sickness absence, parental leave, sudden resignations, or when a need must be met while searching for another permanent solution.
Classic examples include when a leader leaves the company and it’s known that finding a replacement will take months. Or when a business is in the middle of a digitalisation project and realises they need an experienced project manager – but only for 6–12 months. Or when an HR department has a temporary need for increased capacity to handle a recruitment boom.
In such cases, an interim manager or interim specialist can be brought in who is capable of stepping in and creating value from day one.
Good interim candidates provide extra power
It's a common misconception that interim recruitment is the same as temporary work. This is not true. Good interim candidates are self-sufficient professionals and leaders who have completed similar assignments many times before. They know how to quickly immerse themselves in the organisation, identify what's needed, and rapidly create momentum. There is no time for extensive onboarding, so the candidate must have the competence, confidence, and ability to lead themselves from day one.
But this alone is not enough. An interim solution also requires something of the organisation.
What must the employer consider?
- Powers of attorney and legitimacy The interim role must have a mandate. It helps little to bring in a person with high competence if the rest of the organisation views them as a temporary “supply teacher”. The interim resource must have real influence, and the framework for this should be anchored in management.
- Timeframe and expectations For an interim to be effective, the assignment should have a certain duration – although good interim candidates are quickly operational, we recommend a minimum of 6 months. This provides both predictability and enough time for the impact to become noticeable.
- Proper onboarding: Even though it's urgent, the interim manager must understand the culture and organisation. Good interim onboarding isn't about detailed procedures, but about being welcomed, connected to the right resources and having access to necessary information quickly enough.
- Consequences of shirking responsibility When many interim roles are active simultaneously, it can become unclear who owns what. Therefore, one should be mindful of how many interim roles an organisation can tolerate. Too many interim roles can lead to a loss of ownership. In addition, the consequences of the role being temporary must be evaluated – if there is a risk that knowledge will be lost when the interim role ceases, this must be addressed.
Therefore, we offer interim recruitment at MeyerHaugen
Interim assignments place high demands on speed, precision, and accuracy. At MeyerHaugen, we deliver qualified interim candidates within 14 days – because we know the urgency.
In addition to a large candidate base, we have our own talent pool of experienced professionals and managers who are keen on interim assignments. The model is simple: we employ the candidate and bear the employer responsibilities, while the client manages their time and tasks. Invoicing is based on salary with a markup covering social costs – and no costs are incurred until the candidate actually starts the assignment.
This provides security and flexibility for the client – and a solution that can be adjusted quickly if the need changes.
Interim recruitment isn't for everyone – but it could be right for more people.
Sometimes the need is clear: “We need someone – now.” Other times, it's more subtle. Perhaps you know a key person is going on leave, or a strategic project requires an experienced hand. In such situations, using an interim manager can be more appropriate than taking the time and risk involved in a permanent recruitment.
However, interim solutions are not a cure-all. You cannot build an entire organisation on temporary resources. It is the sum of people that carries the organisation forward. Interim solutions are therefore a supplement – not a replacement – for permanent expertise.
But when used correctly, it is a solution that creates momentum, mastery and direction – at the time when you need it most.
Do you have a temporary need, or are you considering if interim management could be the solution for your organisation?
Contact MeyerHaugen – we'll be happy to help you assess the right solution and find the right person in no time.
