With its headquarters in Melbourne, Australia, YMG started in 1995 as a local medical centre and has since grown to become a diversified, publicly listed provider of health care services covering Hospitals, Medical Centres, Pharmacies, Residential Aged Care and Medical technology research and development. YMG employs 21,300 staff across its operations as shown in Appendix 1. Their workforce is culturally diverse and includes a mix of part-time, full-time, casual and contract staff. YMG is in the process of acquiring a network of 25 pharmacies from a competitor. This is to be finalised in the next three months and YMG's CEO is insistent that the integration goes smoothly, unlike the previous two smaller pharmacy chain acquisitions which resulted in the loss of staff and a decrease in performance and productivity. Whilst the pharmacy chain to be acquired is profitable, the CEO has not ruled out some job losses following the acquisition. The Aged Care division is under increasing pressure from families of residents and the government considering recent covid impacts and staffing limitations. 25% of YMG's residential care homes experienced Covid outbreaks and there are staff shortages in all locations due to employees being on Covid leave and difficulty in recruiting staff. Staff turnover in the age care division has increased to 23% due to stress and dissatisfaction with employment conditions. The Chief Executive Officer, Alison Monaghan joined YMG three years ago. Prior to this she had held senior roles with competitor companies in the health and aged care sector and had also established her own business in medical technologies. Since joining YMG Ms Monaghan has increased profits and cut costs through restructuring and acquisitions. She has ambitions to expand the business offerings and to this end, she established the Medi-Tech Research and Development Division 12 months ago. This division has grown rapidly with the recruitment of highly skilled specialist researchers and is a key to enabling broader industry strategies and innovations leading to competitive advantage and sustainability for YMG. When your group met with the CEO, she made it very clear that she wanted YMG to be the provider of choice in Australia for health and medical services. A critical element to this success will be the "Yasmar Way" which she wants all divisions to follow. This is a core set of values - People, Innovation and Sustainability. In a meeting with the Chief Human Resources Officer (CHRO), Craig Penrose, you have been advised that in a recent staff engagement survey, it became clear that staff in the Pharmacies Division were not happy with the way changes had been managed, particularly those who came from recently acquired businesses. The main complaints related to being forced to change systems and work procedures in ways that actually decreased efficiency and productivity. They also criticised the level of communication and consultation over changes. With an increasing staff turnover in the Aged Care Division, the CHRO admitted that retaining employees in the current environment was difficult. The low unemployment rate and recent change of Government in Australia may impact staff in this sector, however, the CHRO and the Executive Leadership team believe that having highly skilled staff will be a key to retention, engagement and ultimately service delivery. Whilst aged care staff are passionate about their work, their level of engagement has decreased in recent surveys.

Manage the integration of employees of the new pharmacies into the YMG Pharmacies Division. You will need to identify the key priorities for change and outline how this will be managed. YMG will take ownership of the new Pharmacies in 3 months. (no more than 200 words)