[Sharon Hood]

I believe it’s a delicate balance on what you communicate to your employees while going through an M&A transaction. I’m curious on your thoughts on what is the right balance of communication and what you’ve found most effective!

[Dalia Abushulaih]

it’s actually quite difficult to manage the right balance, in my view is found by preparing extensive, time sensitive, concise and accurate timelines and statements that would answer all employee questions regarding the company future strategy and structure, and the general labor impact. M&A’s will also conduct one to one meetings with employees, where each employee expects to find out what their situation, and compensation offer will be. Sometimes, rumors come about the transaction prior to the official announcement, which results in employee anxiety will rise. If the company has not yet made its final decisions, and therefor must be careful to not communicate any specifications as to ensure they do not provide promises they cannot keep. making the right balance be somewhat actually an extreme decision to not communicate at all.

[Michael Fortunato]

I see the balance problem as actually occurring on two fronts – both outgoing and incoming or feedback. First, a balanced communication plan utilizes a cascading approach to delivering the right message to the right audience at the right time by from the right source. If we are communicating from the top down AND arming middle management with the right information to continue the conversations on a more personal level, then we are meeting the basics of good communication. But it is important to have a strategy for how you measure the effectiveness of your plan. Only by receiving regular feedback on the quality, timing and content of your messaging can you respond in a way that will move you further toward the right balance.

[Author]

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