Amrita set up a project plan including a gap analysis of the current situation and the desired situation. Quantitative research was conducted by the use of HR and financial data. Qualitative data was found in in-depth interviews with already left employees and remaining employees. Results were clear: Amrita had a list of all employees leaving, their compensation and benefits packages, the way ABN AMRO wanted to say goodbye and how the settlements were negotiated with ABN AMRO and the unions in a social plan. The list was up to date with the talents of the bank, they needed to stay and given a new position within the company.
Amrita set up group meetings and individual meetings so start up the exit movement. Employees were given a single point of contact to ask their questions. A Q&A site was created so employees would also find answers. The individual meeting was carefully prepared to make sure leaving and talent employees were rightfully informed and guided, especially taken in consideration of individual compensation and benefits packages. The last thing ABN AMRO wanted was chaos within the bank, an upgoing number in health and sickness cases and not following up as described in the social plan.