HR plays an important role when merging of two companies occurs. Conducting a benchmarking analysis, the LogicaCMG seems to have a great success with merging/acquisition processes. LogicaCMG acknowledged that "HR programs have been an essential part of its rapid growth - both organic and through acquisitions" (Stjernfelt, 2006). LogicaCMG is one of the leading company in IT services and wireless telecom industry. The main focus of this company is on "management and IT consultancy, systems integration and outsourcing services to clients across diverse markets including telecoms, financial services, public sector, energy and utilities, industry, distribution and transport" (LogicaCMG, 2006). Recently this company went through acquisition of Unilog. "This acquisition was also of a regional player looking for a way to sell globally" (LogicaCMG, 2006). However, just like any merger, an acquisition requires a great deal of attention from HR and management to insure the process goes smoothly and effectively.
"This expansion has presented a number of cultural and management challenges for LogicaCMG, which are addressed and tackled through its strategic global HR program and framework" (Perks, 2007, pg. 24).
A part of solution was to set up a team that "developed a new career architecture matrix called Pathways, together with a full coaching and mentoring program" (Perks, 2007, pg. 24). This program was based on the performance management system (PMS) which allowed employees to understand which level their skills are and what is the necessary training is needed to meet job requirements. "Overall, the company has developed an HR strategy and blueprint that enables it to roll out its core PMS on a local basis following mergers and acquisitions activity" (Perks, 2007, pg. 24). Having HR involved and monitoring the merging process is a key element of the amalgamation of any two companies.