Global technology client takes over 2800 personnel across 12 countries from Swedish multinational manufacturing company on a single day in the co.’s largest ever acquisition-cum outsourcing deal.

 

This project was Implemented over 10 months. 8Bridges Consulting co-created and implemented the People Transition Plan with global and local components for the complex transition, wherein 2800 personnel transferred/were rehired across US, Europe and Asia on a single day in a hostile and culturally diverse setting. Conducted detailed HR Commercials and Compensation & Benefits Mapping discussions and procured client approvals. Negotiated with Works Councils/trade unions in Sweden, Belgium and France. Consulted with affected staff and conducted town-halls for managers and employees. Prepared & rolled out employment agreements/offers to in-scope personnel and gained acceptance. Initiated hiring or internal redeployment where required. Cultural assimilation workshops before and after transfer.

 

As a result, 90% of affected personnel joined the company, exceeding the threshold required for the deal to go forward. Employee transfer/rehire was done well within transition budget & timelines. 85% green in employee survey 90 days post transfer. Client global CIO & leadership satisfied with the transition. 95% retention of key employees in 1st year.

 

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Global IT services company makes a competitive bid for the acquisition of a world-leading UK-headquartered global consultancy firm with ~2500 employees in UK, US, Australia & Malaysia.

 

The CEO formed a cross-functional task force to do a detailed Due Diligence (DD). 8Bridges Consulting supported the HR work-stream. There was a 2-week window to complete the DD. We studied several documents in the online data room, analysed the costs, prepared costing and people related information for the business teams, evaluated key risks and prepared a detailed HR Due Diligence Report, which was presented to CEO/Executive Leadership team. After the bid was successful, 8Bridges Consulting supported joint integration planning for the transfer of ~2500 employees. It was decided to do no integration in first year. After more than a year, harmonised and created HR policies and workflows for the transferred employee group.

 

The timely and urgent completion of the HR Due Diligence enabled the CEO & Board to approve the buying decision. The integration efforts after Year 1 were managed smoothly.

 

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Global paper manufacturing company outsources to a global technology company for a fixed period for the first time

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When a first time outsourcing Finnish firm did the due diligence, they had not factored the cultural and environmental impact in their model. Once the business was outsourced the difference in the social environment needs to be understood and especially in bridging the DEI space. 8Bridges Consulting worked with the Indian outsourcing firm and the Finnish manufacturing firm to help them understand each other better, from the Intercultural ways of working, understanding the concept of time and deliverables, how silences were to be perceived in meetings, direct and indirect ways of communication and its impact on delivery teams etc. The client also had asked to improve the gender ratio in the outsourced unit and thus, this was factored in the DEI program. For the DEI programs, Aperian Global’s tool as depicted in the diagram, Globesmart shows the intercultural differences that can be mapped and the differences in the dimensions be bridged.

 

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Fig 1 : Finland - India. Ways of working mapped on Globesmart Tool

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The outcome post 180 days i.e. 6 months, were seen with lesser escalation - through identifying the root cause that was related to cultural misunderstandings, upping the gender ratio by looking at right roles and creating equal opportunities as well as revisiting and guiding in updating certain policies of the vendor. The ACSAT score improved significantly y-o-y and the gender ratio climbed from 18 to 24% in the second year

 

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Country operations of an American multinational FMCG company getting growth-ready in terms of organisational structure, capabilities and culture.

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The mandate was to create inspirational and visible leadership, be values-&-capabilities driven and provide clear direction & vision to employees across levels, to exceed business goals. The CEO formed task forces to create the business strategy, financial & operational model and people strategy. 8Bridges anchored the people strategy, called Project Over-The-Moon. Gathered 100+ stories from employees and managers and facilitated Values & Visioning workshops with CEO across all sites – plants, sales offices and Corporate office. Designed 3-year organisational capability roadmaps. Strengthened performance & talent processes. Launched annual learning plans with key capability themes. Energised through vibrant employee communications using visioning videos, e-zines, town-halls, etc.

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As a result, business goals were exceeded (three years in a row), 70% leadership role requirements were filled from within, also leading to high retention. Business obtains one of the highest employee satisfaction scores across countries in global Organisational Health Survey.

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Transitioning services to right shore locations and consequent redundancies in a strategic partnership

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The mandate was to manage the transition and subsequent redundancies of the in-scope employees as per overall program budget and timelines with minimal disruption to business. 8Bridges planned and executed a complex, multi-country extended transition and restructuring program involving more than 200 employees across Europe, involving employee rep elections/ collective consultations and Works Councils negotiations. During the year-long transition, risks and mitigation actions were defined and additional support provided to impacted employees, such as Career Transition workshops. Due to the pandemic, the transition plans were redefined and measures put in place such as Furlough Scheme & Reduced Work Hours Program.

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The cost and transition objectives were met/exceeded; client signed off on Transition. Redundancies and exits managed smoothly. There were zero legal claims. Employees displayed remarkable professionalism in the transition activities.