Make the people assumptions visible before the structure changes.
Build a shared capability picture for the affected teams. Examine continuity, overlap and possible moves with the business and HR leaders responsible for the transition.
What work must continue, and who could support it?
A new organisation chart can conceal the capabilities that keep customers, operations and projects running. Similar titles do not prove interchangeable capability, and removing a role from the structure does not make its work disappear. Examine critical work, relevant evidence and the dependencies that need a transition plan.
Compare the capability before drawing the conclusion.
Agree a comparable frame.
Define critical work, competencies and proficiency requirements for the population that can appropriately be reviewed. Reconcile terminology and assessment expectations before comparing teams. Managed EVA Competency Mapping includes practical examples and employee and manager assessments.
Examine continuity and overlap.
Review the available evidence to identify questions about concentrated expertise, succession and apparently duplicated capability. Two people sharing a competency does not establish surplus capacity or justify removing a role.
Prepare accountable options.
Use the capability picture to inform transition, development, internal movement and recruitment options. EVA Talent Matching supports role comparisons where the data permits; approvals and automation are scoped within EVA Full Automated & Approvals Platform. Authorised people retain responsibility for consequential employment decisions and the applicable process.
A continuity review with decisions still to make.
Combine the department mapping analysis with plan-linked demand and supply coverage in the Workforce Intelligence Centre. Identify continuity questions, concentrated expertise and options for review before agreeing the transition.
Competency map, one cohort
Turn employee and manager assessments into clear development priorities.
Proficiency distributions, assessment differences, development priorities and an investment map.
EVA Competency Mapping · Managed
Inputs and scope
Question: Where should this team's development effort go?
Inputs: An agreed competency framework, employee assessments and manager assessments.
This Managed example uses a synthetic cohort across several markets. Your included population, language and analyses are agreed in the project scope; later reassessment is a separate option. This interpreted readout does not define the automated outputs included in Self-Service.
Employee and manager perspectives, calibration and development priorities for a defined population. Agree comparability before combining organisations.
A decision in practice
Illustrative. Synthetic data.
| Continuity question | Information to examine | Decision still required |
|---|---|---|
| Can both teams support the combined service? | Practical examples and different proficiency requirements | Confirm comparability and required service capacity |
| Is critical expertise concentrated? | Capability evidence and current dependencies | Agree continuity cover and knowledge-transfer needs |
| Could an internal move fill a gap? | Role fit, employee interest and current commitments | Confirm release, backfill and transition timing |
Start with one authorised population and one transition question.
Where the baseline is missing, Managed EVA Competency Mapping costs $16,000 for one cohort of up to 300 people, one framework and one language. Use your framework or a first draft we build with you. Employee and manager assessments and the analysis discussion are included. A board-ready analysis in less than 10 weeks, guaranteed. Wider comparison, planning and transition workflows are priced on request; the mapping project does not include an entire restructuring programme.
100% of the Managed EVA Competency Mapping project fee is credited against your Year-1 annual licence if you upgrade within 90 days of the analysis.
Credit equals the Managed project fee actually paid, in the contract currency. Self-Service subscription payments do not qualify.
Your Managed project proposal will confirm the project start date, delivery dependencies, the guarantee remedy and the qualifying date for the 90-day licence credit before you commit.
- Bring to the first discussion
- The work that must continue, the affected population, the decision timeline and the information you are authorised to use. Do not share confidential deal details in the public composer.
- Agree what a useful evaluation must establish
- Agree a common framework, permitted data, review responsibilities and the continuity questions the analysis should answer. Confirm any confidentiality, employee information and consultation requirements before capture begins.
Which critical activity must keep working through the change, and what do you need to know about its people dependencies?
For your business case
Protect critical work while the organisation changes.
Two similar job titles do not establish duplicate capability. A shared framework and reviewed examples help integration leaders identify expertise to retain, gaps to investigate and possible internal moves before relying on a new structure. Finance can then examine the economics alongside continuity, transition and consultation requirements.
Measures to agree before starting
Agree a baseline, target, owner and review period. These measures are for your evaluation; they are not promised results.
- Critical-work coverage
- Identify priority responsibilities with a supported capability option and continuity owner. Flag concentration of expertise for further review.
- Feasible redeployment options
- Track options reviewed with the relevant evidence, employee input, timing and release constraints. A match is not an approved employment decision.
- Net transition economics
- Distinguish proposed savings from realised outcomes. Include backfill, retention, training, transition and implementation costs; keep legal and consultation assumptions explicit.
Build the case with the right people
Ownership varies by organisation. These are useful starting points for the conversation.
- Potential budget owner
- An integration sponsor, COO, business-unit leader or HR leader accountable for continuity through the change.
- Working champion
- The integration management office or transformation lead, working with HR and the affected function leaders.
- Decision and control partners
- HR and Legal own the employment and consultation process. Relevant employee representatives, privacy, security and Finance help establish the permitted scope, access and economic assumptions.
This page describes a proposed application of the method. It does not establish transaction outcomes or consultation acceptance.
Resolve these questions before capture begins.
3 questions to explore
Can this run before a transaction is public?
Only where the intended data use, access and process have been approved by the appropriate parties. Agree confidentiality and the permitted population during scoping. An NDA alone does not settle employee information, data-sharing or consultation requirements.
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