4 Critical Steps HR Leaders Should Consider Before Embarking on a Successful Integration
Submitted by Willis Towers Watson, a Partner of the M&A Leadership Council
So, the boss just told you that your company has entered into an agreement to buy another company. The transaction is expected to close in 60 days, and you need to prepare to bring all the people onto your systems and programs.
Now what?
First, take a steadying step back and a long, deep breath. Avoid the urge to begin “doing things” just for the sake of doing them, despite the pressure you might be feeling from corporate development or operational leadership. They will thank you in the end.
Next, think about your communication plan. Just as you cannot un-ring a bell, it’s impossible to take back what you say in the crucial early days of integration and incredibly difficult to fix any misdirected actions. Rushing in could cause missteps that will affect your credibility and make a successful transition more challenging.
Unfortunately this scenario plays out far too often in corporate transactions — and it can affect all levels of HR, from the business partner all the way up to the CHRO. However, there are steps you can take to help ensure a smooth business integration process.
