By Clemente M.N., Greenspan D.S.

This workbook palms human source pros with the counsel they should comprehend and enforce top practices in acquisition making plans and integration.It covers acquisition technique improvement, objective corporation research, due diligence and integration making plans — particularly from the perspective of HR pros' obligations within the merger and acquisition process.The workbook relies on real-life case experiences, in addition to the result of a huge nationwide examine (the greatest of its kind), that study the function of HR at the present time in all elements of M&A making plans and integration.Written through Mark Clemente and David Greenspan - top M&A specialists and authors of the best-seller profitable at Mergers and Acquisitions (John Wiley & Sons, 1998) - this workbook is the single-most vital resource of knowledge on M&A making plans and integration for HR pros this present day.

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Page 65 HR's Involvement in the Overall M&A Process Initially, this question sought to determine the extent to which respondents are involved in the five basic phases of the M&A process: acquisition strategy development; target company screening; conducting due diligence; integration planning; and integration implementation. Integration implementation is a multi-faceted process. For this reason, respondents' roles in each of the discrete activities comprising integration execution are discussed later in this section.

72. gif From a percentage standpoint, 41% of respondents rated their company's performance in this area as effective and 18% indicated very effective, 29% of the respondents were neutral; 12% of the respondents characterized their company's performance as ineffective. gif Observations More than half of the respondents feel their companies did an effective job of employee communication. Yet a very sizable percentage of them feel management did not. HR professionals clearly recognize that, in order to ensure employee retention and motivation, communications must be consistent, informative and compelling throughout all phases of the acquisition process.

Seventy-six percent (76%) of all respondents viewed HR's involvement in implementing post-merger integration as very important. Another 21% viewed it as important bringing the total of those who find this activity important in some way to 97%. In integration, HR must coordinate the melding of benefits and compensation plans, human resource information systems (HRIS), and assist management in devising the merged company's organizational structure. The attendant employee communications and training and development challenges related to these activities are obvious.

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