Astralis was formed in 1999 and is independently owned by its directors who actively participate in and deliver client assignments, and now employs 17 talented people.
Astralis Interim specialises in the recruitment of HR, Change Management and Communication professionals across the UK. Focusing on middle and senior level appointments we provide temporary and interim professionals to both the public and private sectors.
Our highly specialised knowledge comes from a wealth of experience in the HR recruitment sector and provides us with an unrivalled ability to quickly ascertain organisations’ specific needs and respond to them effectively.
Our clients range from small private clients to large corporations and public sector bodies. Whoever we are recruiting for, one thing is certain; a partnership built on trust and transparency.
One of our key differentiators has always been our ability to attract high calibre candidates. But we don’t stop there, we get to know them. Our approach has always been highly candidate focused as we know that’s the only way we can be confident our interims can deliver a hands on approach.
We believe Astralis provides a unique approach to interim management. Our business is built on relationships and transparency with an approach based on a deep understanding of our clients’ needs and an in-depth knowledge of candidates This is essential to deliver the high service standards we set and ensures a far greater chance of success for all involved.
We start to get to know you from the moment you contact us and continue through every step of the process. We keep in regular contact and insist on a debrief at the end of each assignment.
Where ever possible we prefer to take a brief in person. This means we can offer advice and guidance to ensure we get it right first time. We are fully compliant with the EAA regulations and can adapt our service to ensure we comply with your company procedures.
Astralis Interim HR is a dedicated provider to a selection of clients in all sectors including FMCG, Retail, Consulting, Financial services and Not-for-Profit. One of Astralis’ key differentiators has always been the ability to attract good candidates. Through a mix of word-of-mouth recommendation, search, and advertising we attract great talent. In an increasingly competitive market simply having a database of candidates no longer suffices. It is our aim to move these beliefs over to our successful interim division to not only continue our growth but also to have the ability to provide our clients with an outstanding all-round service.
Areas of Specialism include:
- Generalist HR professionals – Advisors, Managers, Business Partners, Head of & Director level
- Change Management
- TUPE, Mergers & Acquisitions
- L&D, OD and T&D Specialists
- Compensation & Benefits
- HRIS
- ER/IR
- Recruitment
Why use Astralis Interim HR?
- We are specialists in our fields and have already demonstrated this from our extensive HR expertise in search and selection
- Track record of delivery – 71% of interim assignments and 89% of retained vacancies have been filled successfully
- Independently owned and founded in 1999
- Niche HR recruiter partnering select blue chip companies
- One of the fastest growing independent Ssearch & Selection practices in the UK
- Quality service – In the last 12 months 70% of our business has come from clients that have worked with us before.
- Competitive rates
Independently owned and founded in 1999 Astralis has brought together some of the most experienced consultants in the market. Our philosophy is simple; we listen, we act, we deliver.
Passionate about interim management, we pride ourselves on our service levels and work tirelessly to ensure we deliver results.
The key to our success is:
- Speed – if you need an interim we understand you need them quickly
- Experience – consultants with a wealth of HR recruitment experience
- Objectivity – a fresh perspective by getting to understand you and your business and remaining transparent throughout the process
- Accountability – Consultants are personally responsible for winning business, project management and delivery
- Effectiveness – we attract great talent, this lets us find the right candidate first time
- Commitment – as stake holders in a privately owned business we are committed to working with a select group of clients
How can you decide whether interim management is for you? You may have already decided that being an interim is your next step, but it is still worth asking yourself some tough questions before taking the plunge. What are your motives? Are you doing it for the right reasons? Have you thought through the practical and psychological consequences of no longer being employed full-time? Do you fully understand what being an interim entails?
And, most important of all, do you have anything to offer?
The first point to bear in mind is that interim management is not an easy option or a soft alternative to a full-time job. It is a highly competitive environment and individuals who fare best are those who are wholly committed to being an interim. It demands a raft of skills and self-discipline, especially since at times you will feel as if you are on a perpetual job-hunt. You need to accept that you may not work 12 months each year but when you do it should be challenging, rewarding and career-enhancing.
Flexibility is by far the most important quality for an interim manager. You need to be able to adapt to and fit in with a range of different working environments, workforces and cultures. You also need to be good at problem-solving, influencing people and creative thinking.
In addition to these core skills, there are other important qualities and characteristics that will make you an effective interim. It helps if you do not have anything to prove, having already achieved at a high level. Self-confidence should be a given, and you should not have any learning curves left to climb – hitting the ground running is vital in interim assignments.
Interim managers must also be able to assert authority immediately, in a way that does not alienate colleagues. Six hours is often quoted as the time interims have to make a difference at a company and you will be judged on what you achieve.
Interims win assignments by convincing organisations that they have the exact experience and skills needed to do a specific job. Even if you go through an agency, your CV is the shop window or brochure for these skills. Think of yourself as a small business – a product even – and make sure you have something to offer your customers. If there is little to distinguish you or you do not have the technical skills that are required in today’s market, nor real depth of experience, you need to question whether becoming an interim is right for you.
Don’t try to offer all things to all people on your CV; this will dilute your offering. Emphasise specialist skills and make sure you detail involvement in areas such as change management programmes, mergers and acquisition activity or outsourcing. If you have been involved in a large-scale recruitment, e-HR, training or other impressive initiatives, highlight this and spell out your achievements.
Most interims are over-qualified for the positions they take up so there is every reason to be confident and start making a difference from day one. Employees should not see you as a threat because they know your tenure is temporary and some interims find that staff are willing to confide in them because they are seen as separate from the organisation.
While that may be true, remember that you are an interim manager not a Senior Consultant (there is a big difference) and must embed yourself into the both the management structure and the culture of the -organisation.
Make sure you have a good accountant who can advise about tax and related matters and you may also wish to seek professional financial advice. You may not be employed 12 months of every year, so consider the impact of this on your personal finances, such as paying the mortgage, pension and so on.
Being an interim manager can be a lonely business, especially if you have been used to the support of workmates and the structure of an organisation for 20 years. The chances are that colleagues will have formed part of your social life too. But remember that there are other interims out there, along with organisations that can offer support and vital networking opportunities.
There are two main bodies: the Institute of Interim Management (IIM), which focuses on the interests of individual interim managers, and the Interim Management Association (IMA), whose members are the agencies. Their websites are immensely useful for anyone getting started as an interim manager.
Institute of Interim Management (IIM)
www.ioim.org.uk
Interim Management Association (IMA)
www.interimmanagement.uk.com
You may think that hiring an interim manager is the answer to all your organisational evils.
They will fly in and with one burst of their superhuman powers will sort out that restructuring programme, fix the new IT system or fine-tune the purchase strategy implementation and leave your organisation stronger, fitter and smelling lovely.
Sounds great? But things are not so straightforward. If you don’t do your homework, you will be picking up the pieces long after your interim has ridden off into the sunset. To ensure a successful outcome to your project – and it is important to view this in project management terms – you should ask yourself four questions:
- What do I want?
- How do I prepare existing staff?
- When do I want this to happen?
- How will we manage this?
- What do you want?
Do you need an interim manager, an executive temp or a consultant, or do you have the talent already in-house. Often the best way to identify this is to know what you want to achieve and speak to a consultancy, such as Astralis who can give you an objective opinion.
It is vital you understand the difference. A temp will beaver away, maintaining the status quo, while management consultants will roar out their advice, and then leave.
On the other hand, interims are, appointed to implement and should combine technical knowledge and qualifications with soft skills such as managing, leading and being cognisant of company values.
So, if your situation requires a task-focused implementer with excellent soft skills, it is likely you will need an interim.
How do you prepare your staff?
It is highly likely some staff may feel threatened by the new appointment. They may see it as a vote of no confidence or believe that the interim is there to do the management’s dirty work.
Communication is key, and this needs to happen well before the interim is in post.
If possible members of the team should be involved in the recruitment process to increase buy-in, as well as gain a wider perspective on the right candidate.
When does it need to happen?
Recruiting an interim is often quite different to how your normally hire senior executives as you may need to condense your normal recruitment process. Working with an interim provider like Astralis to develop a job specification can often greatly speed up the recruitment process and add clarity to the golden question “what do I want the interim to achieve?” The interview process should be thorough and concise, more than two interviews is excessive.
Managing your interim
If you have the preparation right you are almost there but don’t forget to set regular reviews and ensure you have time to offer support and guidance. Without the right tools and access to the right people even the most experienced interim can fail.
Summary
- Know what you want: establish aims, objectives, timescale and resources
- Prepare your staff: tell them why you need an interim manager and how it will affect staff. Answer questions.
- Know who you want: get the right skills, knowledge, and experience.
- Give them the tools: induction, terms of reference, resources and support
- Review: did the assignment work? If not, why not? What would you do differently next time?
To find out more about our interim services, contact Kris McMahon on 01727 867070. Alternatively, email kris.mcmahon@astralisgroup.com
