Initially, membership organisations began exploring the use of interim professionals to access high-caliber talent and fresh perspectives without the immediate need for a permanent commitment.
This suited the interim talent, just as much as it suited membership organisations. But, moving forwards, we have experienced a snowballing effect.
We now see several factors which contribute to the shift towards interim work in the membership sector. Organisations are increasingly relying on interim professionals to address specific challenges and changing workforce dynamics. This is why we think interim work will continue to become further established in the membership sector.
Membership organisations, such as associations and non-profits, often face changing needs and priorities. Interim workers provide the flexibility to quickly adjust resources without requiring long-term commitments. For example, hiring an interim membership manager to oversee operations during a restructuring, allows the organisation to adapt without committing to a full-time role.
Bringing in interim workers can be more cost-effective than hiring permanent employees, especially during periods of budget uncertainty or when filling a temporary need. Hiring a contract event manager to handle a major conference, or events staff for the spring and autumn events seasons, without the need for a full-time salary.
Many membership organisations have specific, short-term projects—such as launching a new CRM, implementing a recruitment campaign, or running a membership drive - that require temporary expertise. One situation could be the hiring of specialist policy advisor to advise on potential legislative changes that are expected to affect members.
Skilled professionals in areas like membership management, marketing, and data analysis can be difficult to find. Interim workers fill critical gaps to keep the wheels turning while organisations search for permanent employees. Hiring an interim marketing specialist to maintain the membership communications programme while recruiting for a full-time role.
Membership organisations may face sudden leadership changes, crises, or other transitions where interim professionals can provide stability and expertise while the organization navigates through the situation. This can include senior staff, such as bringing in an interim membership director to meet obligations during leadership transitions.
Interim workers often bring highly specialist knowledge or skills that might not be needed full-time. This allows organisations to access expertise for specific projects or initiatives. A typical example of this is a membership organisation requiring a Search Engine Optimisation specialist to launch or improve a website. They can be brought-in to put in place processes for the permanent team to utilise in the longer term.
Many membership organisations, especially non-profits and associations, rely on grants or project-based funding. Interim workers allow organisations to align staffing with specific, time-limited funding. This can include an organisation securing a grant for a member engagement initiative that hires an interim project manager to oversee it without committing to long-term employment costs.
Membership organisations may face fluctuating membership numbers due to economic or industry factors. Interim roles allow organisations to manage staffing needs without overcommitting during periods of uncertainty. Employing a Member Success consultant on a contract basis to reduce member churn during a period of low growth.
When talking to candidates, we see that most of them are flexible about accepting interim work or full-time positions. This is a marked change since the turn of the decade. Workers increasingly prefer interim work for a variety of personal and professional reasons. The shift reflects changes in workplace dynamics, lifestyle preferences, and career priorities. Speaking to candidates, these are the reasons they give for preferring interim work.
Interim work offers workers the flexibility to choose when, where, and how they work. This allows individuals to better balance their personal and professional lives. A worker might prefer taking on contract work so they can take breaks between assignments or work part-time while pursuing personal projects.
Interim work enables workers to engage with a variety of industries, organisations, and projects, allowing them to gain a broader set of skills and experiences. For example, A marketing professional might work with different organisations in the non-profit, corporate, and public sectors, gaining experience with different types of campaigns and strategies to gain a rounder perspective, supporting their career progression.
Many interim workers value the independence that comes with project-based work, giving them more control over the type of work they do, the clients they take on, and the career direction they pursue. Freelancers or contract workers can be more selective about the projects they accept, choosing those that align with their professional goals or personal interests and values.
Interim workers, especially those with specialist skills, can often command higher rates than they might in full-time roles, especially when factoring in the short-term nature of their work. For example, a data analyst working on an interim basis might charge more per project than they would make on an annual salary in a permanent position, which could include fewer specialist duties.
Interim roles provide workers with the chance to continually learn and develop new skills by working on varied projects in different environments. This continuous learning is appealing to those who want to avoid career stagnation, or to hone their expertise in specialist skills. A marketing consultant might use contracting as a way to develop a highly sought-after T-shaped skills profile, where they have broad knowledge but deep expertise in an area such as online advertising.
Many interim workers prioritise work-life balance and find that contract work allows them to set boundaries around their work time and personal life. It can also provide them with the flexibility they need to provide care for a family member or to manage their own health.
Interim workers are less involved in long-term organisational dynamics, which allows them to focus on delivering results without becoming entangled in internal politics. A project manager working on an interim basis can focus purely on completing a project, without having to navigate the long-term hierarchical or political structures of the organisation.
Interim workers have the freedom to take extended breaks between assignments, allowing them to pursue personal interests like travel, education, or family time. An interim finance consultant might work intensely for six months to prepare year-end, budgets and forecasts, and then take a three-month sabbatical to travel or pursue a personal project.
Many interim positions offer remote or hybrid work opportunities, which have become increasingly desirable. Workers can achieve more flexibility in their location and work environment. A data analyst might live in a location with fewer opportunities or choose to work remotely from another part of the country, enjoying the freedom to live and work wherever they choose.
Some workers prefer not to commit to long-term roles due to personal preferences, lifestyle changes, or future plans. Interim work allows for shorter commitments while still offering meaningful professional experience. We see more senior professionals preferring to take short term contracts so that less of their work is taxed at a higher rate.
Not everyone is cut-out for interim work, as it comes with its pressures and requirements. These are some of the skills we see that are common to many successful interim workers.
Interim workers often enter an organisation during periods of change or uncertainty. They need to adjust quickly to new environments, teams, and processes. They are called upon to learn new systems or adjust to a different organisational culture in a short amount of time.
Interim roles are typically focused on addressing specific challenges, so the ability to identify issues and propose practical solutions is crucial. An example might be fixing a membership retention problem or optimising a process that’s causing inefficiencies.
As interim workers, they often have limited supervision and support from co-workers, so the ability to take initiative and drive their tasks forward is essential. They might need to be comfortable starting a project without waiting for detailed instructions or guidance.
Managing time, tasks, and priorities efficiently is key to being productive in a short-term role. keeping track of multiple projects or deadlines and ensuring nothing is missed during the contract period.
Interim workers are often brought in to make quick, sound decisions, especially in situations where time is limited. They need to be comfortable and confident making decisions on the fly, such as resolving an operational bottleneck or streamlining a process.
Depending on the role, interim workers should have a solid understanding of the relevant tools and technology, such as CRM systems, financial software, or project management tools. Having a strong knowledge of systems enables an interim to quickly becoming proficient in the organisation's software set-up and databases to avoid delays in productivity.
Many interim workers are hired to lead or assist with specific projects, so project management skills are critical to keeping things on track. An example might be managing the launch of a membership campaign from start to finish within a tight timeline.
Navigating relationships and understanding the dynamics of a team is essential, particularly in organisations that might be going through transitions. This will include being empathetic to full-time staff’s concerns or stress while working in a fast-paced, changing environment.
Whether in a leadership or supporting role, interim workers need to be able to step into teams seamlessly and sometimes even lead without formal authority. Guiding a team through a short-term project while ensuring collaboration and maintaining team morale, while not having line management responsibility for those they are delegating tasks to.
Interim work is being driven both by membership organisations and by candidates preferring the lifestyle and flexibility it offers. Not everyone will be comfortable stepping into an interim role, however, and the types of duties they are required to fulfil, means that being an interim worker requires generic skills and aptitudes that not everyone has.
We are experts at matching people who want to work in interim roles with membership organisations who require their specialist skills.