What Are Transition Companies?

The transition manager is a transitional person who can drag the company out of the predicament of operation through the exertion of his own experience and talents within the special requirements and limited completion period. Transition managers are an effective means to resolve company crises and other management resource problems. They are temporary arrangements for high-quality managers with special missions. They ensure the continuity of internal operations of the organization and can Requirements and limited completion deadlines, through the exertion of their own experience and talents, drag the company out of the predicament of operation.

Transition manager

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The transition manager is a transitional person who can drag the company out of the predicament of operation through the exertion of his own experience and talents within the special requirements and limited completion period. Transition managers are an effective means to resolve company crises and other management resource problems. They are temporary arrangements for high-quality managers with special missions. They ensure the continuity of internal operations of the organization and can Requirements and limited completion deadlines, through the exertion of their own experience and talents, drag the company out of the predicament of operation.

Chinese name

Transition manager

Nature

A relatively new position in business management

Arrange

Temporary appointments

Object

High-quality manager

"Transition managers are a relatively new position in corporate management. They have been involved in management, problem solving, operations or filling up sudden job vacancies in the corporate management structure in a short period of time."-Margaret · Collis

"The transition manager is a temporary appointment arrangement for high-quality managers. They have a special mission to ensure the continuity of work within the organization. The transition manager also helps to improve the management skills of the original management team."-Irene · Humek

At some point, the company will fire experienced managers for certain purposes, but at a later time, due to the lack of these professional managers, the management force is insufficient. At this time, the company is desperate for such a person. They can directly engage in a certain management state, can quickly make judgments and decisions on what needs to be done, and can organically combine the plan with the completion of the plan in a specific time and budget. And these people have the ability to overcome unforeseen obstacles in the management process, improve staff morale, and streamline internal processes and other daily issues. In the field of corporate transformation and startup, they have successfully intervened in management and maintained excellent business records. At the same time, such managers are suitable for running in short-term contracts. When the work is completed, they only ask for the due compensation for the company they are leaving, instead of paying a large sum of termination compensation like a regular manager, and they can even help the company. Recruiting his own successor. Such managers can call them transition managers.

So what's driving this new field of transition managers?

With the globalization of the economy and the comprehensive advancement of technology, organizations will have one or more important projects, and the organization cannot have enough internal experts to complete all these projects. Therefore, we must seek help from the external human resources market. At the same time, objective management data show that hiring fixed managers at the top of the company will bring huge costs, and often the fixed managers implement or manage only short-term projects. But in order to meet the cost of retirement management, company cars, bonuses, etc. of these management giants, the company had to increase the cost of human resources management. The transition manager is different from the fixed manager. Once the task they are responsible for is completed, the transition manager will leave the company quickly without adding any additional or additional costs to the employer company.

The company realizes that the transition manager model provides a strategic resource, not just a tactical choice in the narrow sense!

Transition and permanent managers

The fixed manager is an indispensable member of the organization, but compared with the fixed manager, the flexibility, ease of operation, and low cost of the transition manager are a great challenge to the fixed manager. Especially today, when the degree of organizational streamlining is maximized, a job vacancy caused by employee departure, pregnancy, etc. cannot be seconded from an affluent department of the organization to fill the vacancy as before, waiting for the organization to seek a more ideal fix. Candidate. At this time, the transition manager is the best candidate for the organization.

The transition manager is not only a supplement to the fixed manager, but also another "lean and cheap" resource, which is another professional way parallel to the fixed manager.

Transition manager and management consultant

Transition managers and management consultants are two forms that are easily confused. Transition managers often play the role of management consultants, but they are definitely not a form of management consultants. The biggest difference between the two is that management consultants make suggestions, but they are not involved in the operation, while the transition manager is immersed in the specific business management activities. There is an advisory relationship between the management consultant and his client, and the transition manager assumes the responsibility of the front-line management manager. They are often responsible for the operation of the entire department or unit, and sometimes may be responsible for the operation of the entire company. So the biggest difference between the two is that the transition manager is a "combatant" and the management consultant is a "suggestor". Transition managers need to go deeper into the team, at least as part of the team to better handle affairs during their tenure, and deep front-line practical experience is also beyond the reach of management consultants.

Transition Manager and Human Resources Outsourcing

When the organization has a short-term goal strategy without a corresponding manager, human resource outsourcing can also be considered. Compared with transition managers, human resources outsourcing has its own certain advantages: it can reduce management costs to a minimum, which helps the organization's main energy to focus on the main business and better develop core capabilities. At the same time, there can also be professional service departments to improve the quality of employees and improve the quality of professional services. But compared to transition managers, human resources outsourcing also has its own concerns, such as the risk of leakage of trade secrets, the impact of organizational development tendencies, and the impact on corporate culture. In short, transition managers and human resource management outsourcing must have reasonable choices for the organization to achieve a reasonable allocation.

Transition manager and interim manager

The transition manager is an organization that considers a short-term goal and needs experienced managers to serve in short-term positions. At the highest or lowest point of the company's operating cycle, it handles special problems, implements feasible solutions, and looks at them from working hours It is "temporary", but from the nature of work and strategic goals of work, they have more long-term strategic preparations and strategic plans.

In the global economic field, a new phenomenon is spreading: the contradiction of the shortage of high-quality talents that can meet the rapid development of the company is growing. In the past, professional life was relatively simple. You first learned knowledge, then you went to work, and practiced this knowledge in your working life, often working for only one employer for a long time. What is happening today is clearly different from the traditional employment model of the past. The standards of employers are changing more and more frequently. Many occupations have undergone significant changes, even those who have been staying in a company for a long time. People who always work for an employer may also have experienced frequent changes in work conflicts and job content.

In the future, the reality of management professions is that they will become more and more complex in structure, change more frequently, be more diversified, and more confusing choices, and will often show unstructured and disordered. After a continuous exploration of managerial fanaticism in the late 1980s, human resource management scholars introduced a new concept of manager: every manager must extract 25% of their annual work behavior, Used to arrange forward-looking outlooks for more productive taskspartly to develop others so that they can have time to accept larger delegated tasks and maintain motivation to complete them. Senior managers of enterprises have begun to enter business schools, hoping to resume the trajectory of engaging in other careers through learning and research. The convergence of practice and research will each develop on the opposite path to their previous model. A new model for building their own business. And some forms of transition manager occupations become lubricants between the knowledge occupation and the general management occupation.

With the emergence and development of the transition manager model, it is likely that fewer and fewer career models will follow a career path. For modern job seekers, they need to be sure that they can view their career as a multidimensional career, and that they can focus their attention on the path that will allow them to shift their career path to more easily hired Opportunities and focus on careers that can create increasing added value. For the transition manager, the transition manager activity must be regarded as an important and valuable choice, not the end of some career. The transition manager model offers some opportunities in the following situations:

Gain important skills for someone who has never worked in a position before.

Reintroduce those who have entered the knowledge career path at a certain time into the management agency.

Place managers with limited experience working in one company into a temporary location in another company, let them absorb new skills and management knowledge there, and then return to their original employer company.

In short, whether it is for individuals or employers, the transition manager model will become a very common employment behavior model on the career path. In the near future, we are likely to see the transition in a larger professional scope. Manager's application.

The career of a transition manager is not a career suitable for everyone. If you value the safety of your career, pay attention to an orderly and regular life, and have innate discomfort with any ideas about risk, then the career of a transition manager is definitely not for you.

As the number of transition managers continues to increase and the intensity of competition increases, how can we calmly meet the challenges? We can consider the following:

Make plans for your own career development in order to open up wider career channels-full-time, part-time, multiple part-time; management, internal management consultants, external management consultants.

Take the opportunity to try different jobs in a career you can have. For example, in a company, in general, you will have the opportunity to participate not only in traditional (stable) teams, but also in some project teams, evolved teams, and virtual teams.

Today, transition managers are becoming more well-known and accepted by more people. This situation has created a sense of consciousness in the company, at least regarding transition manager position selection as a point that must be discussed in employee self-management training.