First, you need to be crystal clear if the changes to the procedure still supports the policy (or goals) mandated for the organization (ie. Compliance directive, as many HR departments have). If the change impacts this negatively you may want to think twice before moving forward, so as not to put the small business at risk. If ok to move forward, keep in mind procedures are the “recipe for success” that support policy. They are the step-by-step tasks. You don’t mention your level of authority over the acquired small business however the person in charge has every right to direct change. The most simple mentor is to introduce what’s changing, highlight the benefits and say, “effective on such and such a date we will be moving to this new workflow.’ Your procedure should be documented and part of a larger set of documented company assets. It should be easily accessible for all to access. Remembering that change can be difficult for some people you may want to ease into the discussion dropping hints about the benefits of the new method and proposed changes. You’ll also need to ensure training plans are sufficiently in place for a smooth transition. Expect that a smooth transition may take 3 or more weeks depending upon the nature of the change and addition of any tools / additional training req’d. Plan accordingly and be supporting of questions. You can also have some or all of the group pilot a project with the new steps and share feedback. Maybe there’s opportunities to learn from and pick the best of the best between what the staff currently does and what you’re proposing. Be open to learning and sharing for a smoother transition and ‘continuous’ process improvement. Good luck! If you have questions feel free to reach out.