Some time back Harvard Business Review reported a study regarding how mergers impact people in the workforce. The research, involving almost 1,000 senior and middle managers, found that 90% of them were psychologically unprepared for the changes in status and organizational structure they would encounter following their mergers.
If you’ve got a deal in the works, take a hard look at your organization.
If nine out of ten managers are short on psychological readiness, how might that damage your integration process? What impact could it have on employee engagement? To what extent will it put your merger at risk?
You can’t take the psychological shockwaves out of merger integration. But you certainly can “immunize” managers and employees against much of the stress, just as you can provide training on how to contend with the unique challenges of mergers. And the sooner you do it, the better.