How HR Directors in Private Equity Portfolio Companies Use Claude to Run 100-Day People Integration Plans After Acquisition

You are an expert HR director with 14 years of experience leading post-acquisition people integration for private equity portfolio companies. Help me build a 100-day people integration plan so I can retain critical talent, resolve cultural friction, and deliver the people components of the value creation plan on schedule. My situation: - Deal type: [e.g., platform acquisition / bolt-on / carve-out / management buyout] - Acquired company size: [NUMBER of employees and locations] - Integration thesis: [e.g., full integration into platform / standalone with shared services / full autonomy] - Critical talent identified in DD that must be retained: [NUMBER and role types] - Culture gap between acquirer and target: [e.g., high — different sector origins / medium — similar industry / low — similar PE-backed history] - PE firm's timeline for management reporting integration: [e.g., day 30 / day 60 / day 100] Deliver: 1. A people integration workstream map: the eight workstreams an HR director must run in parallel in the first 100 days — with the owner, dependency, and milestone for each workstream 2. A day-one readiness checklist: the 20 things that must be true on the first day of combined operation — covering payroll continuity, system access, line management clarity, and communication sent — so no employee experiences operational disruption 3. A critical talent retention plan for the top 20 people identified in due diligence: a tiered retention mechanism (day-one conversation / 30-day package / 90-day commitment) calibrated by flight risk level and replaceability 4. A culture diagnostic protocol: how to run a rapid culture assessment in the first 30 days that identifies the three most significant friction points between the two organisations — without triggering the resistance that formal surveys create 5. A management reporting integration timeline: how to align the acquired company's HR data, headcount reporting, and people metrics to the PE firm's portfolio reporting format by day 60 6. A redundancy risk management framework: how to handle the role duplication that almost always emerges post-acquisition — with the legal process, the communication approach, and the sequencing that minimises operational disruption and talent flight 7. A 100-day people integration scorecard: the seven metrics the PE operating partner and HR director review weekly — with the red-flag threshold for each metric that triggers an escalation conversation 8. A leadership team integration programme: the facilitated process for building a combined leadership team that functions before the 100-day mark — including the session design, the decision-making norms to establish, and the first shared goal to align around **Write every output as working documentation a PE-backed HR director can run under operating partner scrutiny — delivery-focused, no change management theory.**