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    comprehensive staffing strategy for a newly acquired company

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    Need help preparing a comprehensive staffing strategy for a newly acquired company.

    © BrainMass Inc. brainmass.com October 1, 2020, 9:38 pm ad1c9bdddf
    https://brainmass.com/business/corporate-culture-and-human-resource-alignment/comprehensive-staffing-strategy-for-a-newly-acquired-company-187483

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    As per Brainmass policy, we cannot write the whole paper or staffing plan for you. However, I am providing enough content and sources for you to develop the plan.

    Overall Approach
    Think of workforce planning as a tool for managing the transition from two separate workforces to a single integrated workforce. In general, you will want to create a model in which the "supply now" scenario identifies the staff that is available in the two organizations separately and the final "demand then" scenario captures what you think the staffing requirements of the fully combined/integrated organization will be. Use the internal movement component of your model to capture the movement of employees "from" the two separate organizations "to" the new combined one. For example, a group of employees might move from Engineer Level 1 in an old organization to Engineer Level 1 in the new organization. Employees that do not move from an old organization to the new organization will be identified as surplus. Staffing strategies to eliminate these surpluses can then be developed (e.g., movement to other positions, redeployment to some other function with accelerated development, layoffs).

    Likely Staffing Issues/Implications
    M&A activity typically raises such staffing issues as:

    Workforce integration and assimilation issues (e.g., how best to fill opportunities in the new organization using the two pools of employees)

    Identifying surplus staff (especially those that may result from synergy opportunities)

    Potential staffing redundancies

    Capabilities gaps and development issues regarding the product(s) being acquired and their markets (e.g., when the company being acquired has expertise or market presence that the acquiring company does not have)

    Organization structure changes (resulting from the M&A activity), such as new products, new customers, or new geographies
    Source: http://safari.oreilly.com/9780814409381/ch21lev1sec2

    Acquiring a company assumes purchasing the staff along with the other ...

    Solution Summary

    Comprehensive staffing strategy for a newly acquired company

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