Acquired Entity Performance Reviews
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How do you manage integration of the performance cycle / promotion process of the employees of the acquired entity? Our company utilizes a lift and shift integration model where we do not fully integrate until the 12–18-month mark, keeping employees’ titles the same until that point. How does your company do this while ensuring fairness for those employees when it comes to raises / promotions.
We have tried a few different approaches to this trying to figure out what works best in the long run. What we’ve found is the smaller biotech companies we tend to acquire have inflated titles vs. those inside our company which has led to frustration with internal employees, especially those individuals that have long tenure and more experience than those of the acquired company. So we have shifted to re-leaving the incoming employees at the time of HR onboarding to not only put them on a level with the acquired companies employees but makes them more competitive for promotions, etc in the future. If they come in and stay at a higher title than they really are, then they become frustrated wondering why they are not getting promoted.
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