Integration Plan



Human Resources and Organization Design Team CharterTeam Name: Human Resources and ODLast Update: (Date)Charter Statement:Identify and define the future state OD/HR organization, philosophies, policies, procedures, programs, and support systems. In addition, identify high-level activities, tasks, and costs required to combine the two organizations into the future state organizations. Special attention will be given to high-priority (Day 1) items, as well as milestone components to reach the decided end state. Two teams will develop the HR/OD plan.Team Leads:Company A – EVP Team Lead Company B – VP HR Team Lead Core Team Members:VPs of HR and Finance Support Directors of OD & Finance Support Team Scope (areas to be addressed in teams’ plans):HR Department Organizational Design (functions, roles, headcount)Compensation (executive compensation, base and incentive pay, merit increases, equity plans, job evaluation and tools, salary administration, job descriptions, titling and mapping, spot awards, non-cash recognition awards) Performance management (planning, coaching, tools, forms, roles and responsibilities)Benefits (health, life, disability, tuition reimbursement, all retirement plans, COBRA vendors, pre-existing conditions limitations, retiree benefits, long-term care, leaves of absence, vacation/sick/personal time, PTO, FSA, EFSL, holidays)Benefit Prerequisites (Medical supplement plan, parking, special equipment, club memberships)Staffing and Selection (in support of process designed and agreed upon by SC and IMO)International Employee Programs and PoliciesRetention programs (pre-merger, transition, post-merger)Succession managementLeadership developmentSeverance Program (includes outplacement services)M&A integration trainingHRMS and other electronic tools (PeopleSoft and self- service applications, Co. B retiree tracking, performance management tools, Co. A succession database, training enrollment system, Intranet, etc.)Employment policies (consolidation of handbooks, including hours of operations, code of conduct, security clearance, IT usage, non-compete contracts, work-from-home policies)Diversity initiativesLabor and Employee relations (policies and practices)Training and development (merger integration planning, training programs, training delivery, external/internal training)Recruiting (NH orientation, sourcing, search firm policy, requisition process, pre-employment process, referral program, and related forms)Key Questions:How will the HRMS issues and work stream be completed and coordinated with IT?What will be the detailed steps, roles, and responsibilities in the design, review, and approval of the future state (and possibly, transitional) design of the Newco HR/OD function? How will HR/OD’s role for Day 1 be coordinated with the Day 1 work stream?When will goals/objectives of the combined company be completed?Deliverables:Detailed Charter and PlanCritical Success Factors:Proactive and effective planning and coordination with the IT and Communications work streamsClarity and transparency of roles, responsibilities, and decision-making processes and authorities within the work stream/integration team and the current “ongoing” management in both Co. A and Co. BCommitment of time and other resources to ensure integration gets done well, which may include deferring, modifying, or eliminating other current/planned initiatives in both Co. A and Co. B Speed, discipline, and focus in analysis, decision making, and if necessary, designShared accountability and engagement within the teamEffective and appropriate communications to stakeholders outside the work streamDiscipline and candor in how we monitor progress and working relationshipsNo disruption of HR programs and services to employees in both the current and future states ................
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