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Mergers and Acquisitions

Author: Warren N. Rothman, Blue Prairie Group LLC

Summary

  • The successful acquisition of, or merger with, another organization requires considering both the financial details and human capital factors. Good due diligence is a must, and involves assessing the target company's core values to determine if there is a culture fit. See Due Diligence.
  • In preparing for a potential merger or acquisition, it is important to collect information in a host of vital areas including benefits, employee relations and infrastructure, plus evaluating possible legal exposure and other risks. See Key Areas for HR Review.
  • Timely communication with employees in both organizations is critical to address employee concerns and alleviate employee uncertainty concerning a merger or acquisition. Communication methods may include town hall meetings, online newsletters and Q&A formats. HR should lead those efforts. See Employee Communications.
  • Getting the new organization structure in place quickly is important to stabilize the new company. Wherever possible, involve staff from both organizations. See Post-Merger Staffing Decisions.
  • HR is responsible for monitoring the employment-related decisions associated with a merger or acquisition and ensuring that those decisions are fair and consistent. See Leading Post-Merger Cultural Integration.