Human Resources: Top Ten Things Employees Need in the Acquired Organization
An acquisition is always based on a financial proposition. But once the papers are signed, success depends on the effectiveness of managers and employees. Their effectiveness will increase if the following needs are met (not ranked in order of importance):
- The need for a common vocabulary. By providing a common language through training, people on both sides of the deal are able to communicate more effectively. Without this coaching, people may be using the same terms to mean different things, or they may lack the language to discuss many of the merger concepts accurately. Communication tangles can add confusion, increase frustration, and slow down integration progress.
- The need to manage expectations. By helping people understand what to expect and by validating what they are likely to experience, it makes it much easier for people to manage themselves through the transition process effectively. This lightens the load for leadership and increases the sense of control people need to productively engage in the merger process.
- The need to know the three phases of human transition in every deal. By recognizing the predictable human dynamics of each of these phases, people are better able to move through the transition process quickly and with as little pain as possible. This accelerated transition allows the workforces to refocus their energy and attention on customers and competitors sooner than they would without training.
- The need to understand that not all levels of the organization move through the three phases of transition simultaneously. It’s likely that senior leadership will progress through the transition phases ahead of the rest of the organization. Their “me issues” will likely be resolved before others. This “Staggered Experience” can cause communication tangles if leaders are not aware of and attentive to these differences in transition progress. Leaders, managers, and supervisors will retain their credibility if they’re cognizant of these differences and adapt their communications to accommodate their audiences’ needs.
- The need to be trained on how to manage explosive growth. Training is required to “skill up” your leaders and managers on how to lead your organization through the fast growth process mergers and acquisitions require. This kind of growth is not “business as usual.” It requires a special set of leadership and management skills that most professionals have never been exposed to ...