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Jo Sweetland, Managing Director
“A global talent advisory firm, Green Park is an industry pioneer in building diverse, senior leadership teams and more equitable workplace cultures.”
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Raj Tulsiani, CEO & Co-Founder
“Over the next decade, leaders in every sector will face a growing challenge: workforce asymmetry.”
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Jo Heath, Managing Partner and Head of DICE
“Championing Diversity & Inclusion since our inception, we are driven by the core belief that there’s no shortage of talent, only opportunity.”
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Kai Adams, Managing Partner
“We deliver sustainable business value on a global scale to help organisations bring the future into focus.”
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Trevor Phillips, Chair
"Our clients benefit from our data-rich insights into what will drive productivity today and continue innovation through turbulence tomorrow.”
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Jo Sweetland, Managing Director
"Our candidate care lasts long past the point of placement and is key to the rich relationships we build from a foundation of trust, authenticity, transparency and inclusion."
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Raj Tulsiani, CEO & Co-Founder
“We founded Green Park in 2006 with a mission to change the face of leadership. We retain that same passion and entrepreneurial spirit today as when we started.”
If the impact on contractor hiring has been as big as reported, does this mean IR35 is a hurdle to all interim hiring too? Executive Grapevine speaks with Neil Lupin, Managing Partner at Green Park:
“The public sector has long relied upon a flexible workforce, particularly for the delivery of business-critical efficiency, transformation and service improvement programmes,” explains Neil. “Last year’s changes to the IR35 rules have put the continuity of many such initiatives at risk; forcing up the cost to hire for many essential executive roles by over 25% while the sector is struggling with diminishing budgets.”
“Public sector organisations faced with these challenges have no choice but to attempt to reduce their reliance on interim managers. This in turn puts further pressure on an already stretched workforce. As permanent headcounts continue to reduce and the breadth of skills needed to deliver transformation widens, the demand for executive interims increases meaning we are in a seller’s market. Thus IR35 disproportionately disadvantages those public sector organisations most in need of executive interim support.”
This article was published in Executive Grapevine’s Interim Management Guide 2018 on the 6th of February 2018. To read the full article, click here.
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