HR Presentation on Talent Management in a Changing Organization

You are an HR analyst for XYZ Corporation, and you have been tasked with the assignment of helping a company through a period of organizational change. Your client, Thoreau Enterprises, recently acquired several other companies in its industry. The organization has gone from being a $1 billion entity to a $15 billion entity as a result of these acquisitions. Though Thoreau Enterprises purchased the others, it was actually the smallest entity of the entire grouping. After meeting with Thoreau Enterprises’ company leadership, your Director, Jacob Wickham, has compiled notes on three main areas that need to be addressed: talent management needs, compensation, and the role of HR to lead change for the new organization.
Following is a list of specific concerns that Jacob noted during the initial meeting:

There are a number of “legacy” employees whose roles in the new organization have changed drastically as a result of the acquisitions. Many employees are unclear whether their jobs are going to be considered redundant or if they are “safe” in the new organizational structure. Rumors are spreading that everyone’s jobs are up for grabs, employees will have to re-interview to keep their jobs, and the severance packages for anyone laid off may not be as great as people are hoping for. Morale is low in this period of uncertainty.