Norwalk HR firm OperationsInc joins national giant Arthur J. Gallagher
Jul. 3—With its two biggest rivals having toeholds in
Gallagher is ranked by the trade publication
All four companies provide human resources consulting services as well. Gallagher had more than 7,200 people at last report in its global benefits and HR consulting division, of about 52,000 in all entering this year that represented an additional 8,000 people. Dating back to 2002, Gallagher has bought out more than 700 smaller companies to build up its insurance brokerage, risk-management and HR businesses.
OperationsInc adds nearly 70 people to that total in
"The path we chose was to align ourselves with a firm that culturally is our twin," Lewis said in an interview. "The work that we do for everybody on a go-forward basis stays the same — it just gets bigger and it broadens out in many respects."
Gallagher did not disclose the size of the OperationsInc deal. The
Gallagher established its current
The buyout trail has included companies based elsewhere that have had
Gallagher also has an
In a Tuesday conference call with investment analysts, a Gallagher executive said the company does not look for deals in which owners "turn over the keys" in cashing out, aiming instead for those leaders to stay on and help drive the combined company into new business lines, territories or initiatives.
"We are in the smart-people business — and where we can find more smart people who do really cool things, we want to do that," said
Lewis has provided news organizations nationally with expert insights over the years, on topics ranging from recruiting, layoffs and remote working; to policies dealing with the specters of sexual harassment or workplace violence.
He has been a frequent critic as well of state and federal policies he has seen as doing more harm than good for employers or workers, with a ripple effect for the
If a hodge-podge of HR requirements was the biggest challenge facing his firm and by extension its clients in 2001 when Lewis started OperationsInc in
"Instead of saying 'let's get our managers trained better so they know how to manage on a metrics-centric model,' it's 'let's bang our fists on the desk and tell everybody they have to get ... into the office more," Lewis said. "And that completely backfires, because in an effort to get people back in so you can supposedly solve the issue of managing these people, you wind up creating a turnover issue, because these people ... have other options and are pursuing them."
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