This is accomplished by; anticipating future business demands, analyzing the impact of this demand on the organization and making decisions on how to effectively acquire and use these resources. The key objective of HR planning is to find the right people with the right skills at the right time. The recent merger between Burger King and Tim Hortons involves very robust HR planning. This report discusses how the merger between Burger King and Tim Hortons demonstrate the various aspects of HR planning. The relationship between strategic and HR planning is discussed and the steps to the HR planning process are applied. Decisions made by organizations in the planning process involve external and internal factors that can affect the supply of demand. These factors are analyzed to determine their possible effects on this merger. Based on the strengths and weaknesses of this merger and the application of the HR planning concepts, recommendations are made to maintain or improve how HR planning was applied. .
Merger Background.
In March 2014, Miami based Burger King Worldwide Inc. approached Tim Hortons with the idea of merging the two companies. After months of negotiations, and a unanimous approval by both companies' board of directors, a deal was reached that would cost Burger King $12.5 million U.S. in acquisition costs. The new company, Restaurant Brands International, would become the world's third largest fast food company with its headquarters based in Canada (Shaw, 2014b). In October 2014, the Canadian Federal Competition Bureau approved the merger and 2 months later, the Ontario Superior Court of Justice granted approval. However, the Canadian Government had a few stipulations, which lead Burger King to develop the Three Commitments to Canada Principles. This commitment included the promise to keep the company headquarters located in Canada, to keep the franchise model unchanged and to maintain the current employment levels in Canada.
