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interim executive recruitment

Hire an Interim CHRO

Hire an Interim CHRO: put a temporary people executive in charge of a defined transition, with authority to act and a handover agreed at the start.

Brief us on this role →
CHRO briefChoose a part of the brief

Part 01 / 04

Assignment outcome

State the vacancy or change that creates the temporary need and what completion would look like.

Hire an Interim CHRO: what must the role own?

State the vacancy or change that creates the temporary need and what completion would look like.

Assignment outcomeState the vacancy or change that creates the temporary need and what completion would look like.
Immediate riskList the employee, leadership and consultation decisions that cannot wait.
AuthoritySet the decisions the interim may implement and those reserved to the CEO or board.
HandoverName the permanent leader or team that will receive decisions, risks and unfinished work.

Role reference: Institute of Interim Management guide. The IIM describes interim executives as independent leaders for finite assignments that include implementation and exit. The people mandate still needs its own end condition.

What changes when the CHRO is interim?

An interim CHRO holds the people seat for a finite assignment. A vacancy, integration or restructure needs an outcome, decision rights and an identified recipient for the handover.

interimChoose a part of the brief

Part 01 / 04

Outcome

Write the transition or programme outcome before searching.

How would this work in a real brief?

The hiring decision becomes clearer when the work and its boundary are written down together.

Illustrative brief · a chief people officer vacancy during integration

Two teams are being brought together while the permanent people search continues. Managers need one accountable executive for the people plan.

The interim CHRO leads the agreed integration work, keeps a decision log and reports people risks to the CEO.

The appointment owns

The interim CHRO leads the agreed integration work, keeps a decision log and reports people risks to the CEO.

Another owner retains

The CEO and board keep reserved organisational decisions; the incoming permanent leader receives the decisions, owners and open risks.

How should you assess CHRO candidates?

Put the same work and evidence in front of each candidate before comparing answers.

The evidenceChoose a part of the brief

Part 01 / 04

Comparable mandate

Ask for a finite people-leadership assignment and what the organisation received at exit.

Acas recommends a consistent, fair selection process: choosing who to interview.

Does this hiring pattern fit the work?

Test the amount of the week, the expected end and the continuity needed before writing the contract.

How much of the week does the work fill?
Is this a defined assignment with an end?
For a continuing part-week role, is this an employee?

The working pattern · interim

An interim CHRO

An executive holds a defined assignment or transition. Agree the outcome, authority and handover before the start.

Read the interim CHRO hiring brief →

What must happen before the CHRO starts?

Agree the end condition, review point and handover recipient.

A clear startChoose a part of the brief

Part 01 / 04

Outcome

Agree the end condition, review point and handover recipient.
  1. 1

    Outcome

    Agree the end condition, review point and handover recipient.

  2. 2

    Decision rights

    Record executive authority and reserved approvals.

  3. 3

    Access

    Provide workforce information, current people risks and leadership contacts.

  4. 4

    Record

    Start a live log of decisions, owners and unresolved matters.

A useful CHRO brief names the decision, the working pattern and the evidence before it names a candidate.

What should the brief say?

Hire an Interim CHRO begins with assignment outcome, a stated working pattern and the evidence you will ask every candidate to show.

15 minutes · video or phone

Brief us on a CHRO

Tell us what the role must own, how it will work and when it must start.

  1. 01A brief built around the decisions and working pattern.
  2. 02A shortlist of 3–5 with pay or day rate, availability and IR35 position set out.
  3. 03Five-stage vetting before a candidate reaches you.
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  1. A shortlist of 3–5, each with day rate, availability and IR35 position
  2. Fractional, interim, part-time, temporary or permanent — and non-executive directors
  3. Every candidate through our five-stage vetting
  4. Your briefs and their candidates, in one room
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