- Phil Buckley, Managing Director at Change with Confidence Incorporated and author of Change with Confidence
- Ellen Cohen, Director, Human Resources, St. Michael’s Hospital
- Jim Diotte, Vice President Human Resources Safety & Environment, SaskPower
- Dr. B. Rajesh Kumar, Associate Professor, Institute of Management Technology, Dubai and author of Mega Mergers & Acquisitions
- Dr. M.L. Marks, Professor, San Francisco State University, author of Joining Forces: Making One Plus One Equal Three in Mergers, Acquisitions, and Alliances, and President, JoiningForces.org
- Debbie Musar, Human Resources Manager, FIS
- Christine Thrussell, Director Human Resources, Certified Management Accountants of Ontario
- Estimates put the probability of M&A failure rate at between 50% and 70% - not an encouraging statistic.
- The human capital aspects of M&A are crucial to successful integration and goal realization.
- Give your merger or acquisition the best chance for success by thoroughly managing the process from due diligence well into the first year post-deal. Be sure that HR is prepared for the challenge.
- Use our research to develop an HR plan to effectively manage the merger or acquisition process including up-front work, communication, cultural integration, workforce planning, and terms and conditions planning.
- Culture clashes are a value destroyer in M&A. Plan to give culture the attention it deserves by committing to a cultural alignment assessment and ensuring that any misalignment is communicated and followed-up on.
- A consistent, justifiable process for determining who will fill new roles and who should exit the organization helps ensure that M&A goals are met and negative outcomes (litigation, discrimination, etc.) are avoided.
Impact and Result
- Streamline your M&A HR approach and avoid unintended negative consequences such as unforeseen financial issues, cultural integration issues, labor disputes, and even litigation.
This guided implementation is a three call advisory process.
Guided Implementation #1 - Create a communication plan
Call #1 - Review the ownership for different kinds of M&A communication. Discuss key messages by target audience and identify communication options for specific M&A events.
Guided Implementation #2 - Assess cultural alignment and integrate
Call #1 - Review the results of the M&A Organizational Culture Diagnostic Tool. Discuss how the degree of alignment or misalignment will impact your communication and workforce planning as well as the selection of terms & conditions.
Guided Implementation #3 - Design the new workforce plan