TUPE of c.1500 UK employees to an offshore non-European entity.
The client initially estimated a two-year programme to achieve this, involving 15 members of their EMEA HR team. They needed a partner to support with start-to-finish delivery of this programme. The programme involved reward and national tax and legislation issues so the client wanted a partner who could help them navigate these commercial challenges.
Large change programmes like this put pressure on internal HR teams. Delivering business as usual and doing this type of work using existing resource is unrealistic.
Connor offers an agile, squad approach to helping organisations to increase their HR expertise and capacity and this was attractive.
The client had up to nine Connor consultants working on delivery of the programme, but only when needed, making sure their budget was used efficiently.
We listened carefully to the complex brief and made sure that the consultants we used for the programme had the right blend of skills and experience.
The Connor squad included experienced HR leaders, with a history of leading consultation led projects. We also used communication and data experts, so the client’s leadership team had real-time visibility on the status of the programme.
We advise clients to be prepared for ambiguity as some things will pan out as you imagine but you will need to deal with things that you didn’t expect. While the goal of this programme was clear to the client, how they were going to get there was ambiguous. We helped them to budget for this programme by giving some best and worst-case scenarios.