Randstad Case Study: How to ensure high performance post-merger

Company Description:  

Randstad US is a wholly owned subsidiary of Randstad Holding nv, a $22.0 billion global provider of HR services. As the third largest staffing organization in the U.S., Randstad holds top positions in permanent placement, office and administrative, IT and accounting and finance. From professional services, commercial staffing, recruitment process outsourcing, to managed services and more, Randstad delivers a comprehensive range of temporary, temporary-to-hire, permanent placement and outsourced placement services. With its 5,660 employment experts, Randstad puts an average of nearly 100,000 people to work in the U.S. each week, through its network of more than 900 branches and client-dedicated locations.

The Challenge:

Randstad acquired Spherion, a national recruiting and staffing firm. Like any merger and acquisition, integration of the two companies and a smooth transition was paramount. Not only did they need to integrate their corporate processes and methodologies, each individual staffing division including segments such as technology, finance & accounting, healthcare, IT, and legal needed to be integrated with one leader selected to oversee each area. In short, the organization needed a process to help them assess the capabilities of each current leader and identify the right people for each leadership position to create high-functioning teams.

The Preparation:

To assist in onboarding Spherion leaders into its corporate culture, Randstad hired XBInsight, which had been working with the organization providing executive coaching and leadership training to Spherion’s leader

The Implementation:

The Spherion leader’s assessment data was used to assist in identifying the appropriate role for each individual and ensure that each leader was prepared to handle the additional responsibilities

The Results: 

Topics: Succession Planning, Coaching and Training, Performance Management