Buyers have the opportunity to manage the people spend with the same
discipline and rigor as other capital investments (property, plant,
equipment, R&D, M&A, among others).
Engaging and leveraging key executives/employees post-closing to
create value out of the deal is as critical as retaining them pre-closing and
right after closing.
Managing people risks such as key employee retention, cultural and
organizational fit and leadership assessment, inherent in all types of M&A
transactions is of paramount importance in achieving the desired deal
Buyers and sellers are navigating new complexities, including
entering new geographies, exiting longstanding business units
and taking on new risks/liabilities.
Cultural and organizational fit/integration
Leadership team (determining the quality of the management team/executives for the new company)
Compensation and benefit levels (market pay concerns)
Talent availability and identifying, assessing, and placing talent
"If my HR leader wants a seat at the table, they better come prepared with a comprehensive process to manage the retention discussion from start to finish with my business leaders."
– CEO, Fortune 500 company
Mercer's research report, People Risks in M&A