M&A activity has been accelerating around the world over the past few years, with 2007 likely to break the 2006 record for M&A transactions globally. Historically, many such deals failed to deliver the intended value – largely due to lack of attention to the people side of the deal.

But an important shift is taking place. It’s becoming clear today that people – from the CEO to the division head to the broader workforce – permeate every aspect of the M&A process. Successful dealmakers increasingly acknowledge that no discussion  or decision around business strategy or the legal, financial and operational aspects of a deal should be made without full understanding of the impact on people as well as the vital role people at every level play in creating enterprise value.

Mercer's new anthology, Reflections on M&A: The Human Capital Dimension, captures advice and insights from around the world for effectively managing the people side of deals. The six articles included in the anthology represent a collaboration between Mercer’s M&A and Human Capital consultants and cover a range of compelling topics.

See the options at right for obtaining a copy of this new publication – a must-read for organizations that are counting on business transactions to fuel their future growth and success.

Download individual anthology articles

Click on the titles below to download individual articles from Mercer’s new anthology, Reflections on M&A: The Human Capital Dimension.

Tackling human capital costs: What corporate executives can learn from private equity firms (4.3 MB)

 Dr. Eric Warner

With human capital costs consuming an ever-increasing share of corporate revenues, C-suite and HR executives are seeking ideas to rein in these costs. One place to look, especially for organizations involved in or considering a major business transaction, is among private equity firms, which have gained a reputation as value generators.

Optimizing workforce strategy to capture the value of the deal (4.3 MB)

 Chuck P. Moritt   Ilene C. Siscovick 

An M&A transaction typically involves a change in business strategy, but it cannot succeed if the people are not aligned with the objectives of the post-deal organization. This article explains the critical role of workforce strategy in capturing the value of the deal.

The impact of culture on M&A: Doing something about it (4.3 MB)

 Robert A. Bundy

In the realm of business transactions, the concept of culture remains problematic because it is multifaceted, “soft,” elusive, difficult to define and even more difficult to measure. This article describes why it’s critical to pay attention to culture integration/change and, more importantly, to do something about it.

Mastering M&A communication: Helping employees to deal with the deal (4.4 MB)

 Lea Peterson   Stella Voules 

Communication is essential when managing people issues during a complex organizational change, such as a merger, acquisition or other business transaction. This article describes an approach for helping employees to let go of the past and embrace the way forward, allowing the organization to realize the value of the deal sooner.

M&A in emerging markets: The human capital challenge (3.9 MB)

 Peter Horan   Stephen H. Lee   Larisa Muravska   Sunit Sinha    Dr. Bruce X. Wang

For growth-oriented enterprises, there are plenty of opportunities in developing economies around the world. But maximizing them through M&A transactions can be challenging unless you know the local regulations and customs and are able to obtain vital information on the people side of the business.

Successful joint ventures depend on early HR involvement (4.3 MB)

 Diane C. Lee 

In pursuit of profitable growth many companies are forming joint ventures, often with partners across borders. As an alternative to a merger or acquisition, a joint venture has much to offer. But getting it right – and effectively managing the crucial people issues – can be challenging.

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