• Develop a comprehensive change management plan that identifies what is changing and what is not as a result of the merger
  • Design and deploy mechanisms to help employees understand the required changes and take personal responsibility for successfully implementing them
  • Prioritize activities in the change management plan by creating HR Plans for Day 1, first 100 days, first six months, and first year post-close
  • Develop mechanisms to help employees understand and embrace the mission-critical cultural attributes that will define integration and business success within their part of the combined organization
  • Help people make sense of the changes so that they choose to align, engage, and commit their energy and passion to helping the combined organization achieve its integration goals and meet its full business potential
  • Create feedback loops to ensure the organization receives continuous input on what’s working and what’s not throughout the transition period


  • Comprehensive change management plan describing what’s changing and what’s not for Day 1, First 100 Days, First Six Months, and First Year post-close
  • Identification of mission-critical cultural imperatives that must be preserved or initiated to ensure the success and sustainability of the change
  • Feedback loops to assess what’s working and what’s not
  • Employee Engagement Initiatives, including     

       - Managing through Uncertainty Workshops  - Joint Intranet site for merger FAQs and announcements
       - Day 1 Welcome Celebration and Gifting
       - Site Visits by Executives shortly after Close
       - Employee Orientation
       - Town Hall Meetings
       - Employee Surveys to evaluate onboarding, integration, and launch
       - Appreciative Inquiry (AI) initiatives, as appropriate

Interdependencies/ Coordination/ Collaboration Required 

  • Executives in charge of each business unit to ensure alignment
  • HR teams to ensure all people-related issues are addressed
  • Communication team to ensure consistency of messages
  • Corporate to ensure alignment with vision/values

In Scope

  • All target’s business units  
  • All employees                    

Hot topics/urgent issues to be solved

  • Key decisions by executives regarding what’s changing/what’s not on
  • Day 1 & beyond
  • Synchronization of HR activities across all business segments
  • Clarity around who’s doing what for all Day 1 HR requirements
  • Organizational design/staffing decisions within New Division
  • Availability of Executives to participate in employee engagement
  • initiatives
  • Ensure zero redundancy with Communication Team activities ...

Slide titles:

Charter - Change Management and Employee Engagement Team

Change Management and Employee Engagement Overview

Change Management Activities Plan

Change Management and Employee Engagement Team Work Plan

Change Management and Employee Engagement Team Work Plan (Continued)

HR Day 1 Plan

HR Day 1 Plan (Continued)

Key Decisions for New Division