Role search
Get a People Manager who can own daily personnel cycle.
No postings. No stacks of resumes. No chasing. You choose from a short list of people who have done this before.
No upfront fee. You pay only if you engage someone we present.
Interim Headhunters starts with the work behind this request: A People Manager takes full responsibility for the daily cycle of human resources. While an executive or consultant might design strategy, this individual operates the machinery.
This is what we do all day: place interim executives, interim managers and contract professionals.
Need someone now? Call 305-306-4829.
- No upfront fee
- 2 to 3 vetted consultants per assignment
- Matched to your industry
- You choose
- Interim plus permanent search
- People Manager
The judgment call
What this hire really comes down to
A People Manager takes full responsibility for the daily cycle of human resources. While an executive or consultant might design strategy, this individual operates the machinery. They manage the inflow of new hires, the administration of leave, and the correction of personnel records. Their work ensures that the organization functions predictably rather than reactively.
The difference between this role and a coordinator is decision authority. A coordinator follows instructions and processes data. This manager interprets policy to solve specific disputes, determines if a leave request meets statutory criteria, and manages the performance of the HR staff. They own the site-level results and the integrity of the data.
What we check
What we check before you see anyone
- We verify their history with multistate payroll and tax compliance. We examine how they managed tax nexus changes for remote employees or site shifts. They must explain how they set up new state registrations or updated existing filings to match specific payroll vendor requirements.
- We test their direct experience in employee relations by asking how they handle performance management that has reached the final warning stage. We ask for the specific documents they use to record the discussion and the criteria they use to decide when an issue has become a legal liability rather than a management problem.
- We evaluate their oversight of record-keeping systems. We look for concrete examples of how they audited I-9 forms, medical files, and wage garnishments. They must describe how they moved data from legacy spreadsheets into an HRIS and the steps taken to ensure that sensitive access rights remained limited to authorized personnel.
- We confirm their ability to manage coordinators or administrative staff. We ask how they assign workload during high-volume periods such as open enrollment. We look for candidates who provide specific technical instructions and conduct post-task reviews rather than those who simply delegate and hope for the best.
Sourcing
Where we find them
We focus on candidates currently working in site-based HR roles for organizations with headcount between one hundred and five hundred. These individuals understand the friction between headcount growth and administrative capacity. They are often ready to move when their current company shifts to an outsourced model or removes their local decision-making authority.
We also recruit from high-growth companies where the manager built out basic HR infrastructure. These candidates have experienced the shift from informal email-based processes to formal systems. They move to this role when they seek to apply their operational knowledge to new environments rather than staying to maintain a static, finished structure.
Where searches go wrong
Mistakes we see
- Hiring a strategist instead of an operator. A strategist often struggles when they must personally handle data entry or manual file audits. If the role requires running the day-to-day HR cycle, a person who only knows how to build high-level policy will become a bottleneck.
- Overlooking the difference between HR generalists and HR managers. A generalist often lacks the experience to manage other employees. If you have a team of coordinators, you need someone who knows how to coach staff, review quality, and handle performance issues within the HR department itself.
- Prioritizing industry experience over process fluency. HR compliance and employee relations are based on laws and data systems that function identically across most industries. An individual who knows the software and the law is more valuable than one who knows your specific industry jargon but has never managed an end-to-end HR cycle.
The search
How the People Manager search runs
- First, we define your specific operational volume. We identify the number of active employees, the number of states where you operate, and the current software stack. This allows us to exclude candidates who have only worked in massive, siloed organizations where they never had to own a full lifecycle process.
- Second, we conduct technical interviews to verify the mechanics of their work. We ask them to describe the exact steps they took to resolve a specific payroll error or a complex FMLA claim. We discard candidates who provide vague answers about general management philosophy rather than specific procedural knowledge.
- Third, we present candidates with a focus on their readiness to start. We ensure they understand the difference between an interim assignment and a permanent role. We confirm they are looking for a project that requires hands-on involvement and that they have the capacity to step in and immediately take over the current administrative workload.
Questions
How do you distinguish a manager from an HR generalist?
A manager holds authority over staff and outcomes. They are responsible for the performance of the HR department and the finality of personnel decisions.
Can this hire work remotely?
Yes. If your systems are cloud-based and the role is administrative, they can operate effectively from any location. You must provide access to your HRIS and payroll platforms.
What is the fee structure?
No upfront fee. You pay only if you hire.
How soon can the search begin?
Once we define the scope of the HR operations and the systems currently in use, we start the identification process immediately.
What replacement terms apply?
We offer a candidate replacement guarantee on standard search agreements. The applicable period and exact terms are set out in the signed client recruiting agreement.
How are recruiting fees agreed?
No upfront fee. You pay only if you engage someone we present. We scope the assignment before quoting; the fee page explains our model.
How soon can we see options?
Availability depends on the assignment and the people who fit it. We qualify interest and commitments rather than promising a shortlist date before the search is scoped.
What if the scope grows?
Discuss new responsibilities before adding them to the engagement. Agree the priorities and record any change to the brief and terms.
Can we extend an engagement?
Discuss what remains unfinished and whether the same responsibility is still needed. Extensions depend on the person's commitments and the agreed engagement terms.
Can the appointment become permanent?
A permanent move can be discussed if both sides want it. Review the future role and the applicable agreement instead of assuming that temporary coverage automatically converts.
How is a confidential search handled?
Tell us what can be disclosed and whom we must not contact. We agree those boundaries before approaching people; do not send sensitive records with an initial brief.
What are the replacement terms?
We offer a candidate replacement guarantee on standard search agreements. The applicable period and exact terms are set out in the signed client recruiting agreement.
What do you not do?
We do not sell job-board reposting as a search or bill hourly for recruiting work. We do not take a retainer unless expressly agreed, and an introduction does not authorize an engagement.
Tell us the seat
No upfront fee. You pay only if you hire. Share the title, the situation and the timing. A person reads it.
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The Six-Step Search
What do you get at each step of the search?
We agree what the person must own before contacting anyone. You see how the search is scoped and which backgrounds we pursue. We speak with candidates about the work before presenting them. The Six-Step Search gives you useful written notes and support through interviews, rather than a pile of applications.
- 01
Scope call
We talk through the seat, the business and what has to change.
You get: A one-page role brief you approve before we search.
- 02
Market map
We work out where people who have done this job actually sit.
You get: A short note on the pool and how we plan to reach it.
- 03
Direct outreach
We approach people who are not looking at job boards.
You get: Progress updates so you are never chasing us.
- 04
Screening
We interview every candidate on the work, not the resume.
You get: Written notes on fit, availability and terms for each person.
- 05
Shortlist and interviews
You meet a short list. We handle the scheduling.
You get: Several vetted options and a debrief after each interview.
- 06
Offer and start
You choose. We help settle terms and the start date.
You get: Confirmed terms, a start date and check-ins after day one.
Tell us who you need.
No upfront fee. You pay only if you engage someone we present.
Send us the seat. We will take it from there.
No upfront fee. You pay only if you engage someone we present.