Mergers and Acquisitions: Confronting the Organisation and People Issues

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The employment law and personnel management issues that arise when businesses are bought and sold are of great concern not only to the employees but also to the management of both purchaser and vendor. This Report will help you to understand the key practical and legal issues, achieve consensus and involvement at all levels, understand and implement TUPE regulations and identify the documentation that needs to be drafted or reviewed within the context of a merger, acquisition or disposal.

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Mark Thomas is an international business consultant specialising in organisation development. Prior to becoming a Partner with Performance Dynamics Management Consultants he worked for Price Waterhouse where he advised on theorganisation issues arising out of strategic change. His experience has included major organisational changes including mergers and acquisitions and restructuring and privatisation initiatives. He currently manages a wide range of consultancy projects and assignments from business planning facilitation to organisation and process reviews. Mark is also actively involved in the design and delivery of a range of management development initiatives that support wider organisational change. Mark was educated at the University of Wales and the London School of Economics and is a Fellow of the UK Institute of Personnel and Development. Table of Contents Why a Merger or Acquisition? The Challenge of the Event What Stimulates Merger and Acquisition Activity? - Where the Problems Begin! Why are we Buying in the First Place? So Who is at Fault? Mergers and Acquisitions - The Seven Deadly Sins The Issue of Ego and Personality So What Needs to Happen? Ensuring Success in M&A Activity - Key Action Points The Change Agenda - Understanding the Context What is our Strategy? To Integrate or Not? The Emotions that a Merger or Acquisition can Generate, or Just a Few Remember It’s a Great Time to Change The Panic Agenda - What Needs to be Avoided The Operational Challenges So What Must be Managed? Culture, Organisation, People and Systems - The Essential Organisational Components Culture Organisation People Talent Retention: Key Questions Systems Management Information Systems People Management Systems Checklist to Audit People Management Systems Developing a Post-merger or Acquisition Integration Plan Key Action Areas A Merger or Acquisition Going Wrong - The Classic Symptoms Pre-acquisitionor Merger Planning Managing Culture, Organisation, People and Systems in Detail Corporate Culture Understanding the Impact of Corporate Culture and Management Style Checklist to Audit the Cultural Dimension Organisation Checklist to Audit the Organisation Dimension Matrix to Assess Future Skills, Needs and People Management Strategies following a Merger or Acquisition People People Skills and Resourcing Issues Checklist to Audit the People Dimension Employee Relations and Legislative Commitments Systems Communications Systems - Staff Attitudes and Morale The ‘Me’ Factor The ‘Them’ Factor Statements to be Avoided in any Merger or Acquisition Reward Systems Corporate Identity - A Special Consideration Using Visual Identity to Develop the New Organisation Conclusion - Some Final Thoughts Appendices Merger and Acquisition Planning Checklists The Strategy Behind the Deal Finances A Quick Review of Your Organisation and People Management Orientation in Mergers and Acquisitions Culture and Management Style Organisation People Systems Customer and Service Quality Issues Organisation and People Issues - Due diligence Guiding Principles People Issues to be Audited Pay and Benefits Utilisation of Existing Benefits Other Special Issues Pending Legal Actions Executive Pay and Compensation Check Directors’ Backgrounds.