Following the merger of Thomson and Reuters, the company had two different approaches to talent management and needed to integrate these within a six-month timeframe ready for the Thomson Reuters annual talent review.  Several key workstreams were identified for focus.  These included:

Key HR leaders and project teams were assigned to each of these workstreams supported by a Jackson Samuel consultant who worked with all workstreams to leverage existing best practice from both organisations, and support this with external best practice.  As a result, processes were designed which were ‘best-fit’ for Thomson Reuters and linkages between the workstreams ensured that all of the elements of talent management worked in an integrated process. A second Jackson Samuel consultant then worked on the implementation of the processes in one of the core business units.

A Jackson Samuel consultant also provided project management support to ensure that momentum was maintained, potential issues resolved and all deliverables met in the defined timeframes.  This  involved pulling together communication plans and capability building solutions and tools to ensure successful implementation.