Interview with Rolf Berg

I was working as the Global HR Manager at Oriflame at the time. It was 2012, and after working there for five years, I wanted to try my hand at starting my own companies. I launched three different businesses, two of which were doing so well after a year that I started thinking about the next step and how I could make better use of my HR expertise. It was around this time that I was contacted by L’Oréal and took on the role of HR Director—but initially as an interim consultant.

The great freedom is one of the biggest advantages. In my experience, you always have more options and can choose assignments and challenges that interest you and help you grow as a person, as well as wrap up projects more quickly if you wish. At the same time, you naturally have a responsibility and a “reputation” to uphold, and you always need to deliver as an independent consultant and entrepreneur. You often also have a break between assignments—maybe a month or two—and even though you need to focus on finding new work, you also have the chance to do completely different things during that time. I love to go skiing or set off on various expeditions, ranging from mountain climbing to crossing Greenland. That wouldn’t have been entirely possible as an employee.

As an HR manager, I often need to hire consultants. I usually look for people with substantial experience, so it’s important that they’ve been working in the field for a number of years—and preferably as an employee in the past. That way, they have experience implementing changes, managing projects, and so on, and have “seen” how things really work. On top of that, you need to be flexible. You can’t just walk in and “show everyone how things should be done” right off the bat. As a consultant, you can’t see and know everything after just a few weeks and start spouting “truths.” You need to be very humble about the fact that you don’t have the whole picture. There must also be discipline. You need to step it up—you’re only as good as your last assignment. You have to deliver, and you have to deliver all the way. You actually need to prepare and do your homework for new assignments, and you have to do that on your own time. It’s important from a long-term perspective.

I almost feel that they (temporary consultants) are better at social interaction than many others. They’re used to it and are generally very outgoing, sociable, curious, and eager to participate in various company activities. That way, they fit right into the community. As someone who works in HR, I’m always very careful to ensure that all consultants are included in everything, including social activities like Christmas parties, after-work get-togethers, and so on. It’s also important to share information and data with the consultants. Companies are making a very significant investment, so it’s crucial that the interim consultant has the opportunity to participate and deliver results.

It’s clear that the construction and civil engineering sectors are facing tougher times right now. We’re seeing more bankruptcies than usual. The job market will become more competitive overall, but this could actually benefit the temporary staffing industry, which can offer greater flexibility and a lower barrier for companies to bring in resources without hiring them permanently.

First, make sure you deliver on your current assignment. After that, you’ll need to put in the effort to land new assignments. Update your resume, pursue further education, stay up to date with current industry trends, and so on.