Mark Campion, Managing Director of Campion Willcocks & Associates, describes parallels between the effective deployment of interim resources and top-flight rugby.

Rugby is one of my passions, and it also provides a useful analogy for how the provision of interim and contract professionals should work in practice. Let me explain.

Whether it’s in the private or public sector, strategic change initiatives are often a priority, designed to result in outcomes such as operational excellence, lower costs, improved risk management, regulatory compliance, and so on. How you manage your projects and the people you have running them are critical success factors. In rugby, the goal is winning. You aim to effect and then manage a state of change during play whereby your team - through a mix of skills, strategy and tactics - assumes the dominant role and wins.

Here’s a scenario from the 2003 Rugby World Cup that explains my point. In the crucial quarter final between England and Wales, Mike Catt came on at half time to strengthen the midfield. This was a strategic decision: he was a specialist brought on to achieve a certain objective and get the job done. He provided a range of different skills and experience, his own independent way of thinking, plus the ability to support Jonny Wilkinson and create competitive advantage. Catt made a huge difference and changed the nature of the match; England won 28 -17. He was the right choice at the right time.

Similarly, in interim resourcing, there are four main criteria to look for in your provider and the people they place: speed, flexibility, skills and experience, and independence. These are the type of qualities Catt brought onto the pitch.

If you’re responsible for a project or tasked with resource procurement, speed is critical; you may need an interim manager within days. Impetus is created, and the delays inherent in internal searches or external recruiting are avoided. Basically, you need high calibre people on the bench who are ready to be called into play at any time. You also want flexibility: the ability to bridge a skills shortfall or resource gap for the duration or until the right person is available in-house. Hard-won experience can be deployed where and for how long it’s needed.

Skills and experience are equally important. For example, interim managers can mentor their colleagues, raising standards and effectiveness by transferring skills gained from a broad range of assignments. And finally, independence: when assessing difficulties and resolving issues, interim managers bring a fresh perspective. Their only agenda is to work as part of the team, interacting with other key players to achieve the ultimate goal.

Whether it’s business, government or for that matter rugby, it all boils down to people: knowing you can call on the right people at the right time. This means individuals with a proven track record who can deliver that elusive ‘value add’ at the times you need it most.