The M&A Transition Guide: A 10-Step Roadmap for Workforce by Patti Hanson

By Patti Hanson

Presents a pragmatic, 10-step approach for handling the human element of an M&AM&A job is better than ever with acquisitions changing into an immense a part of each company's progress method. The industries seriously undertaking this job are high-tech, rising applied sciences, and utilities.The M&A Transition advisor is written for executives, managers, and HR pros concerned with any transaction that strikes staff from one corporation to a different. negative group integration is a major reason for M&A disasters and this e-book is helping managers make the M&A transition a extra confident one by way of supplying a course of action for the combination that makes a speciality of ten serious steps. those steps surround the complete M&A technique from due diligence to worker retention techniques.

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A solid due diligence review will include a number of data-gathering components, which I categorize into Hard Facts and Soft Facts. Hard Facts are generally those things that can be seen in written reports: statistics, documented policies, charts, audits, records, and surveys. Information included in the Hard Facts would be data on benefits, compensation, employment regulations and third party claims, and labor relations, as well as policy, procedure, and safety. Soft Facts are tougher to find and to verify, but it can undo a successful transaction even when all the Hard Facts look good—for example, key employee losses, management style, reputation, and senior management character and integrity.

E. Provide ongoing newsletters. f. Conduct employee surveys. g. Hold employee roundtable discussions. h. Consider retention bonuses. Who By Status/ Owns Date Comments 2 Step 2 Conduct HR Due Diligence Review “After the deal was closed I talked to the sales manager and learned his insights about the business deteriorating. There was so much I didn’t know. ” —Ron Creten, business owner Chapter Goal A thorough due diligence review can reveal hidden liabilities that could cost your company thousands of dollars unless they are considered during contract negotiations.

Once upon a time, we referred to them as fringe benefits. Now they have become central to the employment package, and employee concern about the full array of benefits available to them has heightened to an unprecedented level. The integration of employees into a new organization will go more smoothly if the benefit concerns are recognized and addressed proactively. UNNECESSARY ANXIETY Background A distribution center with over 500 employees was being divested. The center was located in Kentucky, and for over eight years the employees had been provided three health care options: an indemnity program, a designated provider program, and a health maintenance organization (HMO).

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