Mergers or divestitures are often executed based on perceived cost savings or market synergies but rarely consider the “people,” culture, or HR systems critical to ongoing operations. These conditions result in misaligned processes or missed opportunities for achieving the intended organizational benefits.
Goals and Objectives
By optimizing the enterprise workforce and the final organizational structure, conscientiously maintaining or creating a new culture, and properly separating or combining HR systems, there is an opportunity to make great strides in organizational effectiveness while reducing costs.
This use case is supported by integrated suites of HR solutions, most often running in the cloud or “as a service,” and will include analytic tools and advanced forecasting capabilities and may additionally involve services from IT consultants, systems integrators, HR specialists, and business consultants.
Use Case Summary
Modern intelligent suites of HR tools, both sides of a transaction, can model scenarios and accelerate out of the transaction. New processes can be implemented on a clean slate without the legacy baggage. Personnel decisions can be more objective and can include broader corporate strategy and tactical considerations.