Hi community
I wonder if you can help around some queries we may be getting in our organisation soon as we go through some big changes.
We are merging with another company (both of fairly equal size). Teams across the organisation are reviewing overall numbers and how to 'fit' all full time employees into teams and functions. We are trying to avoid as much redundancy as possible.
As a L&D consultant and coach I am beginning to get a lot of queries regarding new positions being created and career opportunities. (EG) An existing team will now have 10 people instead of 6 and 'new' senior positions are created in the team to accommodate the ''new' people.
Should these new positions be opened out to all members of the team who wish to apply? Or is it acceptable to insert extra people into those more senior positions based on judgement of line management? Is there any HR legislation that is applicable in this area?
I feel a winter of discontent is advancing and wanted to seek some unofficial advice! Has anyone had experience of managing these messages and changing perspective of those who may not even get a chance to apply for one of those positions.
Thanks everyone
Replies
Does anyone else have any advice or ideas for Jo? Let's see if we can help her!
Thanks
Sarah
Hi
That is a really great question and thanks for sharing. Mergers and restructures can be tricky but are basically something which HR professionals do find themselves doing time and time again.
My experiences are based around a set of principles which the business I worked for developed (jointly with TUs). Basically new organisational structures would be proposed and then dependant on the changes to the existing roles, would be shown as either an existing role in which case the current post holder would be confirmed in role. A role which had changed but not significantly i.e. the grade was unchanged, then the current post holder would be confirmed in role or where the number of roles within a team had reduced, the roles would be filled from within the existing team or teams in your case via competitive counselling i.e. the roles were ring fenced to those impacted and a selection process undertaken to choose who is appointed. Any brand new or unfilled roles in structures would be advertised within the business. Clearly if there are any potential redundancies, then redundancy legislation would need to be considered and also any agreed consultation arrangements within the business with Unions or Employee Reps.
There is also a useful article here on managing mergers which I hope is of use, as HR has a key role in communication and engagement.
http://www.hrzone.com/lead/strategy/mergers-and-acquisitions-creati...
I hope this helps!
What do others do in their organistions?
Regards
Sarah