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What are the key factors to consider when undergoing a merger or acquisition? Although supporting staff integration is crucial for a successful merger, leaders often prioritise time and financial considerations over their employees. And, whilst mergers can bring significant operational and cultural changes for employees, culture is often overlooked.
A successful merger or acquisition can bring various advantages, such as streamlining processes, leveraging resources, talent and systems, achieving economies of scale, accessing new customers and markets, and diversifying the portfolio.
However, despite the potential benefits of a merger or acquisition, they can negatively impact individuals, with forced redundancies, relocation of office headquarters, increased stress, heavier workloads, changes in company culture, and new management.
Mergers can create significant organisational anxiety regarding the future, as the operating model and culture of one or both merging companies may undergo significant changes. These changes go beyond superficial aspects like a new name or senior leadership; they can challenge the core identity, purpose, and day-to-day work of the organisation.
Even minor changes, such as new expense policies or cafeteria options, can unsettle employees. Recognising and addressing these “organisational emotions” is essential for a smooth and effective integration. Neglecting them can result in poor business performance, loss of critical talent, and lost synergies.
According to research conducted by King’s Business School and the University of Helsinki, mergers are more likely to succeed if employees feel secure in their jobs and are treated fairly.
Here are some strategies to create a people-centric approach for protecting and supporting workers during mergers and acquisitions:
- Conduct a Thorough Analysis of the Workforce
Understand the strengths and weaknesses of your workforce to develop a plan for retaining top talent and identifying areas where you may need to fill gaps.
- Develop a Clear Communication Plan
Communicate early and often about the changes happening in the organisation, the rationale behind the merger or acquisition, and what employees can expect during the transition.
- Provide Resources and Support
Offer resources and support to help employees manage stress and anxiety, such as counselling services or wellness programs.
- Foster a Positive Culture
Create a culture that encourages collaboration, trust, and respect, and recognises and rewards employees’ contributions.
- Provide Opportunities for Employee Involvement
Involve employees in the integration process by providing opportunities for feedback, input, and decision-making.
- Offer Training and Development Opportunities
Provide training and development programmes to help employees acquire the skills they need to succeed in the new organisation.
- Develop Retention Plans
Identify critical employees and develop retention plans to keep them engaged and motivated during the transition.
- Ensure Fairness and Transparency
Ensure that the integration process is fair and transparent, with clear guidelines and consistent communication.
- Encourage Work-Life Balance
Provide flexibility and support to help employees balance their work and personal lives during the transition.
- Celebrate Successes
Celebrate milestones and successes along the way to boost employee morale and motivation.
By implementing these strategies, organisations can create a people-centric approach to M&A that prioritises the well-being and success of their employees.