HR & leadership integration following acquisition

Background:
FMCG Organisation
Highly acquisitive business
A number of sites throughout UK, Germany and Spain
Low labour turnover
Different cultures and working practices at each site
Different management styles HR teams at each site operating differently, no common processes
No group HR Strategy
HR team devoted little or no time to development, focussing on recruitment and administration
No attention paid to Leadership Development
No succession planning or career management
Frustration high and labour turnover beginning to increase

Diagnosis Approach:
Informal discussions with directors, managers and employees
Employee attitude survey
Focus groups
Observing team meetings
Observing employee communication meetings
Reviewed HR deliverables
Facilitated discussions with the Board of how they wished to be viewed.

Process followed:
Clarified the Vision, Mission and Values of the company with the senior team
Reviewed current HR processes
Worked with the HR Team to drive forward change
Developed a Leadership competency framework
Designed and implemented a consistent Performance Management system based on Competency Framework
Designed and managed 360 degree feedback programme (including feedback workshops) for top 80 leaders in the company
Designed and implemented a Talent Management system and Succession Planning scheme across Europe

Results:
Employee satisfaction increased from 20% to 81% in 18 months
Internal promotions rose from <10% to 55%
Integrated HR processes
Common approach and language used, consistent leadership behaviours
Labour turnover reduced
HR viewed within the business as change agents and strategic business partners
Standards set to ensure successful integration for further acquisitions