M&A (Role of HR) - 3. Cultural Challenges & Needful Adjustments

The major cultural adjustments or pitfalls that WORKFORCE at both ends needs to understand are :-

Ø Everyone likes to Assume in such times but we can’t afford to - To avoid inaccurate rumours, which are highly detrimental to organizational morale, employees at both the ends need to stay informed as soon as possible about what to expect once the acquisition takes place.
Ø The employer needs to establish the importance of asking for details but enforce people don’t believe in abstract - A realistic merger preview depicting job expectations for the future.
Ø Envisage & establish & review the Change in Organization, Role, Reporting Relationships etc.
Ø Employees will need to cope more realistically with new or modified job demands.
Ø Employees might see layoffs or downsizing to take place soon but that might be the much required respite to resurrect the entity.
Ø Employer needs to put maximum priority on communication to avoid suspicion, & ensure no demoralization, loss of key personnel and business even before the contract has been signed.
Ø It is tough to gain emotional and intellectual buy-in from the staff, and so the employees will know why merger is happening & sometimes the reasons can be pleasant or else atleast un-pleasant.
Ø Very tough to Enjoy Un-Predictable "CHANGE"
Ø Accomodate & adjust with a New Culture Mix, New Teams & People
Ø In the short term, unclear roles and responsibilities, and confusing procedures

Short Term Missing HR integration on the following perspectives which employees will definitely experience in the new entity or setup:

Remuneration
Benefits
Terms & Conditions of Employment
Culture & Management Style of the new entity
Career & other Development Issues
Communication
Employee Relations