How to Select and Hire the Right Interim Manager for Home Health and Hospice

Periods of transition are inevitable in-home health and hospice organizations. Leadership departures, rapid growth, regulatory challenges, census fluctuations, or operational turnarounds can leave agencies vulnerable if not addressed quickly and strategically. An experienced interim manager can provide stability, expertise, and momentum—if the right individual is selected.

Hiring an interim leader is not the same as hiring a permanent executive. The criteria, timeline, and expectations are different. Below is a practical guide and steps to selecting and hiring an interim manager who can deliver immediate impact in a home health or hospice setting.

1. Clearly Define the Need and Scope:

Before beginning the search, clarify why an interim manager is needed and what success looks like.

Common reasons include:

• Sudden departure of an administrator, DON, or executive director
• Regulatory survey preparation or remediation
• Financial or operational turnaround
• Rapid growth, mergers, or acquisition integration
• Temporary coverage during a permanent search

Define the scope in writing:

• Specific role and authority
• Key priorities for the first 30, 60, and 90 days
• Expected duration of the engagement
• Decision-making autonomy and reporting structure

Clarity upfront prevents misalignment and accelerates results.

2. Prioritize Industry-Specific Experience

Home health and hospice are highly regulated, clinically complex environments. An effective interim manager must understand:

• CMS Conditions of Participation (CoPs)
• State and federal survey processes
• PDGM (home health) or hospice reimbursement models
• Clinical, operational, and financial workflows
• EMR systems commonly used in post-acute care
• General healthcare or corporate turnaround experience is not enough. Look for candidates with direct leadership experience in home health or hospice—and ideally in situations similar to yours.

3. Look for “Hit-the-Ground-Running” Leaders

Interim managers are expected to deliver impact quickly. Unlike permanent hires, they do not have the luxury of long onboarding periods. The best interim leaders demonstrate:

• Rapid assessment skills
• Decisive, confident leadership
• Ability to stabilize teams during uncertainty
• Comfort making difficult decisions early
• Strong communication with staff, owners, and regulators
• Ask candidates to describe situations where they entered a troubled or unfamiliar organization and produced measurable results within weeks—not months.

4. Evaluate Change Management and People Skills

In transitional periods, staff morale is often fragile. Resistance to change, survey anxiety, and burnout are common. A successful interim manager must balance authority with empathy.

Key traits to assess include:

• Emotional intelligence
• Conflict resolution skills
• Experience leading through crisis or change
• Ability to quickly build credibility with clinicians and staff
• Behavioral interview questions and references focused on leadership style—not just outcomes—are essential.

5. Consider Cultural Fit and Organizational Maturity

Even short-term leaders must align with the organization’s culture, values, and level of operational maturity. An interim manager who is too rigid or too aggressive can destabilize an already stressed environment.

Assess whether the candidate:

• Adapts leadership style to the organization
• Respects existing staff while holding them accountable
• Understands the difference between temporary fixes and sustainable improvements
• The goal is progress, not disruption for its own sake.

6. Use Specialized Interim Staffing Firms When Possible

Given the urgency and specialization required, many organizations benefit from working with firms that focus exclusively on interim leadership in post-acute care.

These firms can:

• Pre-vet candidates for regulatory and industry expertise
• Match leaders based on specific challenges
• Provide faster placement
• Offer backup support if the engagement needs to pivot

This approach often reduces risk and shortens time to impact.

7. Establish Clear Metrics and Communication Cadence

From day one, define how performance will be measured.

Common interim success metrics include:

• Survey readiness or deficiency resolution
• Financial stabilization or improved margins
• Improved census or referral relationships
• Staff retention or engagement improvements
• Implementation of standardized processes

Schedule regular check-ins with ownership or the board to ensure alignment and transparency throughout the engagement.

8. Plan the Transition Out—Early

An effective interim engagement includes planning for the exit.

Whether transitioning to a permanent leader or handing operations back to internal staff, the interim manager should:

• Document processes and improvements
• Mentor internal leaders
• Provide a transition report with recommendations
• Ensure continuity of leadership and strategy

A well-planned transition protects the organization from regression once the interim role concludes.

Final Thoughts

Selecting the right interim manager for a home health or hospice organization can mean the difference between prolonged instability and rapid recovery. By clearly defining needs, prioritizing industry expertise, and focusing on leadership effectiveness, not just credentials—organizations can leverage interim leadership as a strategic advantage rather than a stopgap.

In times of change, the right interim leader doesn’t just fill a gap—they move the organization forward.

If you find you need an interim manager to not only keep the ship upright, but also move it ahead while preparing your agency for a new or returning manager, consider Kenyon HomeCare Consulting. All of our Senior Associates come with at least 20 years’ experience in the senior management level. Contact us at gkenyon@kenyonhcc.com or call 206-721-5091. We are here to help you succeed.