I write the people part of your post-merger integration plan
After you buy a business, two ways of working run side by side, and people stop knowing who approves what. I take the decisions your leaders have made and write, for each role, what stays the same, what changes and what is still open. Leaders from both sides approve it, and open items keep their owner.
For each role: what stays, what changes and what is still open, approved by leaders from both sides.
The procedures your leaders agreed on for the combined company, and the list of what is still undecided.
You get
A change guide for each role that changed, with a short lesson and a check. Undecided items stay marked until someone settles them.
Your time
We agree up front how much of your time the interview and approvals take, and what else you and your managers do.
Who helps
I prepare the materials. My team sets me up, supports your account and runs your demo. A person confirms every meeting and every payment.
Example · change guide, dispatchers
Dispatch after the mergerWaiting for both directors
Dispatchers · from Combined dispatch procedures, version 1
Stays the same
Booking a job and the customer call script
Changes
Overtime is approved by the office manager, not the founder
Emergency jobs go to one shared queue
Not decided yet
Weekend on-call rotation · owner: Lisa, operations director
Source: Combined dispatch procedures, version 1EditApprove
Sample result on this page, not a client's work.
In short
What a people integration plan covers
The people part of a post-merger integration plan answers three questions for every role: which procedures stayed, which changed, and who approves what now. I write it from the combined procedures your leaders have agreed on, keep undecided items visibly open with an owner, and turn each role’s version into a short lesson and a check. Policy, pay and who stays are decisions I leave with leadership.
How I take it on
From two ways of working to one guide per role
1
Roles that changed
Which roles feel the merger first, from your integration lead and the managers on both sides.
2
Kept, changed, open
Each procedure sorted into kept, changed or not decided yet, with the person who owns it.
3
A change guide per role
One short guide per role: what stays, what is new and who signs off on it now.
4
Both sides read it
A leader from each company checks that nothing undecided reads as settled.
5
A short lesson and a check
Practice questions on the new approval routes, and a manager who watches one real hand-off.
6
Updated as decisions land
When an open item is settled, the guide changes and goes back to both leaders.
Example
Two dispatch teams, one set of rules
You said: "We bought a competitor, and their dispatchers still call their old boss for approvals." I start with who approves what. Example · 2 home service companies, 3 offices
MonCombined procedures read with your integration lead: 9 kept, 4 changed
Tue5 items still undecided, each with an owner
WedDispatcher change guide drafted
ThuBoth operations directors approve; 1 item moved back to open
Next weekLesson and practice on the new approval routes for 18 dispatchers
Week 3Office managers watch one real hand-off each
Who does what
Who does what
You
Name the integration lead and the roles that changed.
Leaders from both companies
Approve each guide and settle the open items.
Your managers
Watch the new hand-offs and tell me where people still use the old route.
Me
Write a guide per role, keep open items open and update the guide as decisions land.
Policy conflicts, pay, titles and who stays after the deal are leadership decisions.
