Source: Mergers and Acquisitions:
Getting the People Issues Right, research report by Roffey Park
Same Reality, Different Perceptions
and acquisitions, and indeed any form of change that will have a
perceived impact on the daily work of staff, will realize
their full potential only if people issues are dealt with from
the start and not left until after the deal has been struck.
measures are recommended to get the people issues right.
personal anxieties as quickly as possible by giving honest
advice about what is likely to happen in the next six
Communicate as frequently and honestly as possible
throughout the whole integration phase, not just during the
first few weeks.
people in integration
cross-functional project groups.
people on secondments or temporary
teams, integrate individuals back into the organization
and give them opportunities to provide
people explicit reassurances that their contributions are
valued even if new structures or roles are not yet defined.
people opportunities to talk about their achievements,
especially through allowing them to write their own CVs for
that selection is impartial and transparent.
benefits packages to individual needs and preferences.
Loyalty bonuses are often useful during the first six months
of the transaction.