Due to the recent merger of InterClean and EnviroTech, the opportunity for a corporate makeover has become a necessity. The merger has made evident the need for restructuring, starting with the alignment of the business structure and the organizational strategies of both companies. The merger means that InterClean will not only sell just cleaning products, but will also provide full-service cleaning solutions to organizations in the health care industry. Existing on both sides of the spectrum allows both companies as one, who share the same vision, to become the industry leader in the industrial and institutional cleaning industry. While this is the goal of the company, we are aware that this new corporate merger has facilitated the need not only to create a new corporate image for both companies, but also a restructuring of the sales team. As a result of the merger, human resources are now in the difficult position of terminating employees. This is one of the most difficult processes in a corporate merger. But we believe that forecasting the future of the company means getting the right people with the right set of skills together at the right time, which is right at the beginning of the merger. This is where workforce planning comes into play. Developing an understanding of everything possible about the internal and external environment and how those factors will affect our current and future workforce is key to the future of the merger. It is about understanding the makeup of our current workforce and the necessary skills, capabilities and aptitudes that will be required to achieve business outcomes in our current and changing environment. It is about assuring that we link our human resources strategies with business outcomes and that our workforce plans reflect those initiatives/ strategies and provide our managers with a framework for making informed