Mergers and Acquisitions - The Value of HR After the Deal
-
Upload
careerminds -
Category
Business
-
view
531 -
download
4
description
Transcript of Mergers and Acquisitions - The Value of HR After the Deal
![Page 1: Mergers and Acquisitions - The Value of HR After the Deal](https://reader034.fdocuments.net/reader034/viewer/2022051411/54535fd7b1af9f8c228b45b4/html5/thumbnails/1.jpg)
©The Miller Group 2011
Mergers & Acquisitions The Value Role of HR Before and After the Deal
Presented by Adrianne Miller Founder, The Miller Group HRS
Sponsored by
![Page 2: Mergers and Acquisitions - The Value of HR After the Deal](https://reader034.fdocuments.net/reader034/viewer/2022051411/54535fd7b1af9f8c228b45b4/html5/thumbnails/2.jpg)
©The Miller Group 2011
Acquisitions & Mergers: Change Management in Overdrive
Acquisitions
Mergers
Consolidations
Reorganization
Spinoffs
Breakups
IPO’s
Hostile Takeover
Private Equity Investment
Divestitures
![Page 3: Mergers and Acquisitions - The Value of HR After the Deal](https://reader034.fdocuments.net/reader034/viewer/2022051411/54535fd7b1af9f8c228b45b4/html5/thumbnails/3.jpg)
©The Miller Group 2011
Acquisitions & Mergers: Realizing Value
What we will talk about • The critical role you can expect to play with respect to due diligence
prior to a merger or acquisition
• How to successfully integrate and join forces following the merger.
• What makes the difference
• The key factors that drive success
• Strategies for getting stakeholders on board with the change, so you can bring about positive results
• Communicating effectively before, during, and after changes take place
• Applying basic change management principles to mergers and acquisitions
![Page 4: Mergers and Acquisitions - The Value of HR After the Deal](https://reader034.fdocuments.net/reader034/viewer/2022051411/54535fd7b1af9f8c228b45b4/html5/thumbnails/4.jpg)
©The Miller Group 2011 ©The Miller Group 2011
The Basics
![Page 5: Mergers and Acquisitions - The Value of HR After the Deal](https://reader034.fdocuments.net/reader034/viewer/2022051411/54535fd7b1af9f8c228b45b4/html5/thumbnails/5.jpg)
©The Miller Group 2011
Acquisitions & Mergers: The Basics
• What is the desired outcome of the acquisition - the end game?
• How will the desired outcome be accomplished - what is the plan?
• Who needs to buy into the changes resulting from the acquisition?
• Who will the changes impact?
• How will people impacted by the changes be affected?
• What will be communicated and when will it be communicated?
• How and to who will you communicate the changes?
• What will you do to ensure the acquisition integration is expertly executed?
![Page 6: Mergers and Acquisitions - The Value of HR After the Deal](https://reader034.fdocuments.net/reader034/viewer/2022051411/54535fd7b1af9f8c228b45b4/html5/thumbnails/6.jpg)
©The Miller Group 2011
Acquisitions & Mergers: A Strategic Context
To understand how HR drives value for the business and its role when companies combine, we need to put Human Resources’ strategy in context with business strategy
![Page 7: Mergers and Acquisitions - The Value of HR After the Deal](https://reader034.fdocuments.net/reader034/viewer/2022051411/54535fd7b1af9f8c228b45b4/html5/thumbnails/7.jpg)
©The Miller Group 2011 ©The Miller Group 2011
Putting HR in Context
![Page 8: Mergers and Acquisitions - The Value of HR After the Deal](https://reader034.fdocuments.net/reader034/viewer/2022051411/54535fd7b1af9f8c228b45b4/html5/thumbnails/8.jpg)
©The Miller Group 2011
BEST
BUSINESS
PARTNER
BEST
BUSINESS
PERFORMANCE
BEST TEAM
& TALENT
CUSTOMER
LOYALTY &
MARKET
SHARE
Mission
Strategy
Values
Culture
The Basic Model
![Page 9: Mergers and Acquisitions - The Value of HR After the Deal](https://reader034.fdocuments.net/reader034/viewer/2022051411/54535fd7b1af9f8c228b45b4/html5/thumbnails/9.jpg)
©The Miller Group 2011
Acquisitions & Mergers: Pre–Diligence Questions
• What are the strategic goals of the merger?
• How is “x” company’s culture/values similar to or different from ours?
• What will the org chart of the combined organization look like?
• Do we have a clear understanding of how diligence, integration and the strategic goals of the merger are related?
![Page 10: Mergers and Acquisitions - The Value of HR After the Deal](https://reader034.fdocuments.net/reader034/viewer/2022051411/54535fd7b1af9f8c228b45b4/html5/thumbnails/10.jpg)
©The Miller Group 2011
The Goal for HR Is: The Best Team & Talent
• The right people
• In the right place
• At the right time
• With the right skills
• And the right support
• Doing the right things
To support a successful merger or acquisition outcome
![Page 11: Mergers and Acquisitions - The Value of HR After the Deal](https://reader034.fdocuments.net/reader034/viewer/2022051411/54535fd7b1af9f8c228b45b4/html5/thumbnails/11.jpg)
©The Miller Group 2011
Acquisitions & Mergers: The Best Team &
Talent Must Align with the Organization’s Goals
For an organization to reach/exceed its target performance expectations all human resource processes and systems must be aligned with the stated values, goals and strategies of the combined organization.
![Page 12: Mergers and Acquisitions - The Value of HR After the Deal](https://reader034.fdocuments.net/reader034/viewer/2022051411/54535fd7b1af9f8c228b45b4/html5/thumbnails/12.jpg)
©The Miller Group 2011
JOB
KNOWLEDGE
SKILLS
&
ABILITIES
TALENT
ACQUISITION
&
STAFFING
COMPENSATION
&
STRUCTURES COMPETENCY
BASED
EDUCATION &
TRAINING
PERFORMANCE
MANAGEMENT
TALENT
ASSESSMENT
SUCCESSION
PLAN
ORGANIZATION
STRUCTURE
BEST TEAM
&
TALENT
Acquisitions & Mergers: Diligence In Support
Of The Best team & Talent
![Page 13: Mergers and Acquisitions - The Value of HR After the Deal](https://reader034.fdocuments.net/reader034/viewer/2022051411/54535fd7b1af9f8c228b45b4/html5/thumbnails/13.jpg)
©The Miller Group 2011 ©The Miller Group 2011
Diligence
![Page 14: Mergers and Acquisitions - The Value of HR After the Deal](https://reader034.fdocuments.net/reader034/viewer/2022051411/54535fd7b1af9f8c228b45b4/html5/thumbnails/14.jpg)
©The Miller Group 2011
Diligence: Document Request
Initial diligence document requests typically focus in areas that will confirm the valuation of the target company or uncover liabilities that could impact the value of the deal. Typically initial diligence document requests include:
- Organization structure - Compensation plans
- Employment contracts - Benefit plans
- Separation agreements - Policies
- Outstanding legal claims and actions - Stock plans
- Performance management systems - Turnover rates
This initial diligence process is most likely your first look at the culture of the company you are considering acquiring
![Page 15: Mergers and Acquisitions - The Value of HR After the Deal](https://reader034.fdocuments.net/reader034/viewer/2022051411/54535fd7b1af9f8c228b45b4/html5/thumbnails/15.jpg)
©The Miller Group 2011
Diligence: Document Request/ Culture
Your first look at the culture of the company you are considering acquiring is the beginning of the change management process planning should the diligence result in an offer that is accepted.
During diligence look and listen for clues that will help you identify culture fit
• Leadership style
• Communication style
• Decision making processes
• Workflow processes
![Page 16: Mergers and Acquisitions - The Value of HR After the Deal](https://reader034.fdocuments.net/reader034/viewer/2022051411/54535fd7b1af9f8c228b45b4/html5/thumbnails/16.jpg)
©The Miller Group 2011
Diligence: Clues to Culture
During diligence look and listen for clues that will help you identify culture fit
• Leadership style • Is it autocratic or participative • Is it collaborative
• Communication style • Is it top down, bottom up, or both
• Decision making process • Is it top down, bottom up, or both • Is it flexible
• Work flow processes • Are they cumbersome or streamlined • Are they flexible • How are they decided upon
• Values • Does the organization have similar stated values and do they live
those values
![Page 17: Mergers and Acquisitions - The Value of HR After the Deal](https://reader034.fdocuments.net/reader034/viewer/2022051411/54535fd7b1af9f8c228b45b4/html5/thumbnails/17.jpg)
©The Miller Group 2011 ©The Miller Group 2011
Integration
![Page 18: Mergers and Acquisitions - The Value of HR After the Deal](https://reader034.fdocuments.net/reader034/viewer/2022051411/54535fd7b1af9f8c228b45b4/html5/thumbnails/18.jpg)
©The Miller Group 2011
Integration: The Plan
• As the diligence process is being completed note issues that will need to be addressed in integration.
• Develop an integration outline and plan specific to each acquisition and taking into consideration resources on both sides of the deal.
• While customized, in a typical integration plan
• There is an overall steering committee tasked with integration
• The HR integration lead is responsible for facilitating a smooth and timely integration
• The HR integration lead is responsible for bringing issues forth that could impede progress
• The HR Integration lead is responsible for ensuring transition milestones are met
![Page 19: Mergers and Acquisitions - The Value of HR After the Deal](https://reader034.fdocuments.net/reader034/viewer/2022051411/54535fd7b1af9f8c228b45b4/html5/thumbnails/19.jpg)
©The Miller Group 2011
Integration: The Plan
• What is the desired outcome of the acquisition - the end game?
• How will the desired outcome be accomplished - what is the plan?
• Who needs to buy into the changes resulting from the acquisition?
• Who will the changes impact?
• How will people impacted by the changes be affected?
• What will be communicated and when will it be communicated?
• How and to who will you communicate the changes?
• What will you do to ensure the acquisition integration is expertly executed?
![Page 20: Mergers and Acquisitions - The Value of HR After the Deal](https://reader034.fdocuments.net/reader034/viewer/2022051411/54535fd7b1af9f8c228b45b4/html5/thumbnails/20.jpg)
©The Miller Group 2011
Integration: Communications
• Where the deal stands will impact your communication plan. Have a clear understanding of where the deal stands
• Letter of Intent
• Government approval necessary
• Final documents signed
• Special communication considerations may apply if either or both companies are publicly traded
• The messages to employees, customers, vendors, distribution channels, shareholders, and other stakeholder’s needs to be consistent and coordinated
• Commit to keeping employees informed about everything that effects them on a regular basis
• Ensure stakeholders have a vehicle and an opportunity to ask questions.
![Page 21: Mergers and Acquisitions - The Value of HR After the Deal](https://reader034.fdocuments.net/reader034/viewer/2022051411/54535fd7b1af9f8c228b45b4/html5/thumbnails/21.jpg)
©The Miller Group 2011
Integration: The People
• Who will be leading the organization?
• What is the timing of the people decisions?
• How will decisions about staff selection be made?
• What is the process?
• Will it be perceived as fair and even handed?
• How will decisions be communicated?
• How will those leaving the organization be treated?
• Who are the opinion influencers and how will you engage them?
• How will you measure/monitor progress?
![Page 22: Mergers and Acquisitions - The Value of HR After the Deal](https://reader034.fdocuments.net/reader034/viewer/2022051411/54535fd7b1af9f8c228b45b4/html5/thumbnails/22.jpg)
©The Miller Group 2011 ©The Miller Group 201
Integration: The Tactical & The Strategic
Strategic
Tactical
Nat
ure
of
Act
ivit
y
Imp
act
on
Bu
sin
ess
Ou
tco
me
s
Low
High
Compensation Program Integration Performance Management System Integration Training and Education
Benefits, Payroll and Salary Administration Integration
Benefit Plan Design, Policy Development and Job Design
Organization Alignment Organization Development Organization Design Planning Talent Assessment and Planning and Selection
![Page 23: Mergers and Acquisitions - The Value of HR After the Deal](https://reader034.fdocuments.net/reader034/viewer/2022051411/54535fd7b1af9f8c228b45b4/html5/thumbnails/23.jpg)
©The Miller Group 2011 ©The Miller Group 201
It’s about achieving the strategic performance goal of the merger or
acquisition and realizing value for your organization, its customers and its
people
![Page 24: Mergers and Acquisitions - The Value of HR After the Deal](https://reader034.fdocuments.net/reader034/viewer/2022051411/54535fd7b1af9f8c228b45b4/html5/thumbnails/24.jpg)
©The Miller Group 2011
BEST
BUSINESS
PARTNER
BEST
BUSINESS
PERFORMANCE
BEST TEAM
& TALENT
CUSTOMER
LOYALTY &
MARKET
SHARE
Mission
Strategy
Values
Culture
The Model
![Page 25: Mergers and Acquisitions - The Value of HR After the Deal](https://reader034.fdocuments.net/reader034/viewer/2022051411/54535fd7b1af9f8c228b45b4/html5/thumbnails/25.jpg)
©The Miller Group 2011 ©The Miller Group 201
Thank You!
Adrianne Miller The Miller Group HRS, LLC. Newtown Square, Pennsylvania 215.327.4359 | [email protected]
Questions & Comments
North America’s leading affordable, virtual outplacement service 302.352.0511 | www.careerminds.com
This program, ORG-PROGRAM-130842, has been approved for 1.00 (General) recertification credit hours toward PHR, SPHR and GPHR recertification through the HR Certification Institute. Please be sure to note the program ID number on your recertification application form. If you did not attend the LIVE webinar, you are ineligible for HRCI recertification credit.