Hiring an interim manager: how to get the process right

Published date: 5 November 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. That makes a structured process essential, from defining the assignment and selecting the right candidate to preparing for and supporting their time with the organisation. Theresa Straub, Principal at Robert Walters, outlines the common mistakes she encounters and explains what senior leaders, department heads and HR teams should consider.

Define the assignment before starting the search

What exactly should the interim manager achieve? In Straub’s experience, this question is not always explored thoroughly enough at the outset. For many companies in Switzerland, interim management is still unfamiliar territory. It is therefore essential to involve all relevant decision-makers in establishing how an assignment works, what it can deliver and which specific objectives need to be achieved. Sometimes HR leads the search without involving the managers responsible for the work in the initial briefing. It is only at the interview stage that differences between their expectations and the original brief become apparent.

Another common issue is using a permanent job description as the starting point. An interim appointment, however, often calls for different priorities. Is the main aim to keep day-to-day operations running smoothly after a leader’s departure? Or are there urgent project tasks to complete before a permanent successor takes over?

‘We first establish what actually needs to be delivered during the interim period. That determines the experience required. You cannot simply use the profile for the eventual permanent hire,’ explains Straub.

Use the right network and look beyond the CV

Companies conducting their own search often turn to LinkedIn or personal contacts. However, the network of a managing director, department head or HR professional is not necessarily geared towards interim management. Assessing the profiles that come in also takes time. Experienced interim managers often have extensive CVs covering numerous assignments, but these rarely explain the specific challenges behind each one.

‘Through our conversations with interim managers, we learn what they were responsible for on individual projects and the challenges they faced. That is often difficult to establish from a CV alone,’ explains Straub.

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

Keep the interview focused on the assignment

Companies new to interim management often approach the interview as they would for a permanent hire. ‘When a company is working with an interim manager for the first time, I start by explaining how an assignment works: the focus is on a clearly defined task within a set timeframe. This gives everyone a shared understanding of both the interview and the assignment,’ says Straub.

When selecting candidates, Straub finds 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 the candidate’s long-term fit with the organisation alongside their professional expertise. For interim managers, the priority is a proven ability to deliver the specific assignment. The ability to adapt quickly to the team and company culture is equally important. Yet interviews often dwell on individual roles in the candidate’s CV, losing sight of the key question: has this person successfully tackled a comparable challenge before?

‘That is why we send more than a CV. We also explain which previous assignment gave the candidate experience of a similar situation and why that experience is relevant,’ says Straub. Interviewers can then explore that project in detail: what approach did the candidate take? What did they personally implement? And what results did they achieve? This makes it easier to assess whether their experience matches the task at hand.

Put clear contractual arrangements in place

Engaging self-employed interim managers can expose companies to legal and financial risks if the arrangement is found to constitute employment rather than self-employment. If the work is classified as employment for social insurance purposes, the company liable for contributions may face retrospective payment demands. The contract alone does not determine this: how the assignment works in practice also matters. Detailed instructions on working hours, location and methods, alongside integration into the business in the same way as permanent employees, may indicate an employment relationship. The relevant Swiss social insurance compensation office (AHV/AVS) assesses self-employed status on the basis of the actual economic circumstances.

A recruitment provider can help companies address these risks early and establish a legally reviewed framework for the assignment. Before work begins, the scope and terms of the engagement should be clearly defined. These should cover responsibilities, fees and duration, as well as provisions for additional work and early termination. The agreed terms must also reflect how the assignment will be carried out within the business.

‘We enter into the contracts with interim managers ourselves, involving our legal team 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 bring in our legal team directly,’ explains Straub.

Throughout the assignment, the contractual terms should remain consistent with the working arrangements in practice. If the requirements or the way the interim manager works within the organisation 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 introduced? We raise these changes early and establish together whether the scope or terms of the assignment need to be adjusted,’ explains Straub.

Prepare for the interim manager’s arrival

In Straub’s experience, inadequate preparation for the start of an assignment is the most common mistake companies make 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 what the external expert has been brought in to do and who is responsible for the project internally.

‘For an ERP implementation, for example, a brief introduction on the interim manager’s first day is not enough. The employees involved need to understand: 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 Straub.

Addressing these questions before the assignment begins gives the interim manager the foundation they need to get up to speed quickly and deliver the brief.