HR representatives must work closely with representatives of other functions to ensure that staffing decisions are made strategically. Also, the time taken to talk to other employees during the period of uncertainty can affect productivity.ġ2. The fear of making a mistake can cause a drop in creativity or efficiency, as people become increasingly cautious. Employee productivity often falls where major staffing decisions are being made. If people are made to feel that their feelings are normal and are given opportunities to openly discuss issues, their concerns can be faced head on.ġ1.
#Merge dragons challenge 19 stage 3 how to#
They must learn about change management and how to deal with resistance. They must learn how to coach and remain sensitive to the feelings of their staff. Managers must not only be given adequate information they must also be trained in appropriate dissemination techniques. Without necessary training, it will take longer for new employees to feel part of their new work environment.ġ0. For example, a group of acquired employees may need assistance in participating in automated benefits enrollment. Merger training is often overlooked and can present obstacles if not implemented promptly.
Check employee perceptions of integration progress by regularly soliciting their feedback.ĩ. It can be challenging to redirect integration activity but it must be done to ensure desired results. Once integration is underway, companies can forget to stop and check their progress. If integration is started early, there is a better chance for a seamless transition.Ĩ. Integration planning and implementation should begin as early as possible, well before the deal closes. Solicit customer feedback to verify that all is well on their end.ħ. Monitor employee performance to ensure that customer needs continue to be met. A significant challenge is to ensure that ongoing business is not adversely affected by M&A activity. Retain the services of a qualified consultant who understands the company’s merger goals and has the skills to help achieve them.Ħ. Moreover, given ongoing demands of the business, they do not have unlimited time to devote to merger activity. Even the most talented business leaders are generally not experts in the various stages of a merger and/or acquisition. Communication must work in both directions, up and down the organization.ĥ. However, integration activities should be customized based on feedback from the affected employee populations. The importance of communication, employee retention, and training and other components of integration is fairly well known. If they are not participants in the development of an M&A strategy and the screening of talent and culture very early on, they will have to play catch-up later on, fixing problems that might have been avoided had they been involved initially.Ĥ. Often human resources professionals are not sufficiently involved with the evaluation of target companies before deals are signed. Employees of both cultures must be educated in the other language so that communication between workforces can be effective and productivity can be facilitated.ģ. Information concerning the deal must be translated into both languages so questions can be answered in real time. Language barriers between the participants of a cross-national merger must be readily countered. Implications for Action (make notes here)Ģ.
#Merge dragons challenge 19 stage 3 drivers#
They do not always take into consideration that performance drivers vary from culture to culture.Įxtent to which the above Issue/Challenge is a Factor in Your Organization (circle one) This can complicate the transfer of best practices, since managers generally assume that their knowledge bases apply universally. Many mergers and acquisitions today involve companies headquartered in two different countries. You can use this section to form a personal opinion on key issues or use it as a group tool to bring to the surface and address emerging issues for your organization.ġ. Note your thoughts in the area labeled Implications for Action. As you consider each item, use the relevance scale to assess the extent to which the issue or challenge is now (or soon could be) a factor in your organization. Are there rewards in a merger or acquisition? Sure, if there is preparedness before the deal occurs.
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