People risks | Mercer

"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
value."
"Buyers and sellers are navigating new complexities, including
entering new geographies, exiting longstanding business units
and taking on new risks/liabilities."

The top five people issues identified (in rank order)

Employee retention

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

Related research

Flight risk in M&A: the art and science of retaining 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

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Global M&A research report people risks in M&A

"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
value."

"Buyers and sellers are navigating new complexities, including
entering new geographies, exiting longstanding business units
and taking on new risks/liabilities."

The top five people issues identified (in rank order)

Related research

Flight risk in M&A: the art and science of retaining talent

Download our full research report

Mercer Global

Lines of business

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"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 value."

"Buyers and sellers are navigating new complexities, including entering new geographies, exiting longstanding business units and taking on new risks/liabilities."

The top five people issues identified (in rank order)

Related research

Flight risk in M&A: the art and science of retaining talent

Download our full research report

Mercer Global

Lines of business

"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
value."

"Buyers and sellers are navigating new complexities, including
entering new geographies, exiting longstanding business units
and taking on new risks/liabilities."