Mergers and Acquisiton Paper

             Employee Morale.
             Many employees might not be happy working for new bosses in a strange company culture and with uncertain opportunity for advancement. The result is often a steady emigration of key employees out of the new entity, some of whom may become the new entity's competitors. As part of management team for my department we will be taking the following steps for the merger to succeed:.
             Attitude Surveys - The survey of people is important for the following reasons:.
             Where do the employees stand?.
             Employees' collective values, .
             Company's true culture, .
             What changes may be beneficial?.
             How changes already implemented are being received?.
             In-depth sampling.
             An overall view of where employees stand is extremely important and so is an in-depth understanding of them. We need provide the employees confidence, objective, apolitical interview, which get to the heart of the employees. This process reveals the emotional component, not readily achievable through surveys. The emotional component is vital to understanding how to proceed with any change process. .
             Communication .
             Once the structure is in place, communication is the key for any successful acquisition/merger. It is the first step in assimilating employees into a new organization and represents the best chance to make them feel good about the company. Both individual and group meetings are appropriate to communicate individual employment status as well as the impact on the overall organization. There should also be extensive planning and logistics for those exiting in organization on the day of the deal. .
             Post-Acquisition Merging HR functions .
             The new company must emerge with a unified process regarding human resource issues. Policies should be reviewed, created, implemented and communicated company wide to ensure understanding. Compensation and benefits packages must be reviewed, merged, shopped and communicated. Staffing and manpower planning must be completed for current and future openings; training and development programs must be merged and communicated; employee relations programs must be communicated and implemented.