Tyler & Company Names Head of Interim Division
January 30, 2019 – Atlanta-based Tyler & Company recently named Jennifer Becker as its national interim division practice leader, a new position within the executive search firm, which serves the healthcare industry.
“Ms. Becker will focus her time and attention to growing our interim service line,” said the firm. “She will be our point person for our interim practice and spearhead our effort to grow nationwide.”
“Our interim practice grows stronger every day, and we are eager to see how Ms. Becker will lead the Tyler team to reach candidates who will impact organizations through their interim position,” said the firm.
Ms. Becker has over 20 years of experience in building out markets for consulting and staffing firms to her role. She joined Tyler & Company in 2017 from Jackson Executives, an interim healthcare executive search firm, in conjunction with a merger between the firms. Over the last year, she led Tyler & Company’s Southeast region as vice president.
Short-Term Focus
Ms. Becker earned her bachelor’s degree in marketing from Ball State University and studied organization development and executive coaching through Queens College’s master’s program. She is a member of the American Society for Healthcare Human Resources Administration and the American College of Healthcare Executives (ACHE). She actively helped to develop the ACHE Georgia chapter’s first executive mentorship program.
“I am thrilled to be leading the expansion of our national interim executive practice for Tyler & Company,” said Ms. Becker. “After more than 40 years in business, the ability to provide clients with an interim solution creates significant growth opportunity for the firm and our clients.”
Tyler & Company’s interim search business involves a short-term operational focus, said the firm. It provides an immediate vacancy response coupled with a “seamless” transition. “Our team matches our client with an experienced interim executive who can ensure operational consistency,’ said the firm. “The interim search is essential for organizations that face an executive team formation or transition, executive leadership integration, healthcare compliance mandates, succession planning and board/CEO executive support.”
Tyler & Company’s interim management approach emphasizes the firm’s ability to deviate from the place-holder strategy. “Our goal for the placed interim candidate is to provide the client with the assistance they need, move into a permanent role or assist them in hiring the new permanent placement with the highest probability of success,” said the firm. “Our interim leaders deliver immediate leadership stability, maintain momentum with critical initiatives, provide outside leadership for a turnaround, debt restructuring and other projects, allows ‘breathing room’ until a permanent placement is identified, then coaches and assists the permanent executive with the transition into the new role.”
Staying Nimble
According to a report released by CareerBuilder and Economic Modeling Specialists International, hiring temporary and contract employees can help businesses sidestep talent gaps and remain nimble. The study said that more companies will be tapping into this labor segment, with temporary employment expected to add 173,478 jobs from 2016 to the end of 2018 – an increase of 5.9 percent.
Massive Shift to Contract Employment Underway
By 2025, most workers (70 percent) and employers (68 percent) agree that a majority of the workforce will be employed in an “agile capacity” (i.e. contractor, consultant, temp worker or freelancer), according to a study released by Randstad US.
“Today, nearly three million people are employed in temporary jobs, and that number will continue to grow at a healthy pace over the next few years as companies strive to keep agile in the midst of changing market needs,” said Kyle Braun, president of CareerBuilder’s staffing and recruiting group. “Opportunities are opening up in a variety of occupations and pay levels, and this is a trend we’re seeing in a wide range of industries and company sizes.”
A separate report by CareerBuilder found that 47 percent of employers reported that they planned to hire temporary or contract workers this past year, up slightly from 46 percent last year. Of these employers, 58 percent plan to transition some temporary or contract workers into full-time, permanent roles.
“Temporary employment benefits both sides of the labor market,” said Mr. Braun. “Hiring temporary and contract workers helps companies stay flexible and adapt quickly to changing market demands. For workers, it opens doors for those who want to utilize various skills, build relationships with different organizations and explore career options.”
Closing Talent Gaps
These figures coincide with similar findings by the Execu | Search Group. Its “Hiring Outlook: Strategies for Adapting to a Candidate-Driven Market” report found that 26 percent of hiring managers surveyed planned to increase hiring of temporary employees last year.
In addition, an Adecco study, “Definitive Guide to Building a Better Workforce,” found that 67 percent of companies use contingent labor to enhance their workforce and close talent gaps. The study surveyed 536 C-suite executives across the U.S. regarding the types of talent they need, skills that are most difficult to find, how they are using contingent labor and progressive recruiting methods to enhance their workforces, employee retention techniques and more.
The report found that 80 percent of employers agree that the U.S. skills gap is a real challenge, and it provides insights into how different companies conceptualize and address this gap in talent. Part of the reason for the increased use of temporary workers: companies are having difficulty finding quality talent.
Contributed by Scott A. Scanlon, Editor-in-Chief; Dale M. Zupsansky, Managing Editor; Stephen Sawicki, Managing Editor; and Andrew W. Mitchell, Managing Editor – Hunt Scanlon Media
