Deciding on Talent

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  • #77092
    Ashley Hooton
    Participant

    At what point of the process do you make talent decisions; who to keep and who to exit as a result of the acquisition? What techniques do you use to help you evaluate the talent in place?

    #77389

    Dear Ashley, thank you for starting this topic. I believe that talented people are the most important asset of each company. What is a company without people? Assets, IP, factory…people make the companies.

    Optimally, the company would have an HR system with documented annual performance assessments. To review the assessments for each department: OPS, procurement, finance and others.

    #77555
    Andrea Rother
    Participant

    Hi Ashleigh,

    i think it’s most important to get an idea from managers who have worked with their teams and have the best understanding who performs well. On top of that, to avoid bias, use the performance assessments as Ksenia has already mentioned.

    #79091
    Corbin Metz
    Participant

    Hi Ashley – great questions. It depends on many factors like deal type, size, location, financials, etc. but I think it should occur later in the DD process. It is also influenced by both the buyer, seller, and intention. For example, a large corp acquiring a small business for its IP may want to evaluate talent early in the process so they put the correct incentives together to attract/retain. On the other hand, two medium-sized companies merging for marketshare might want to create an integrated system to evaluate all talent formally before making key decisions. Like many things it depends but I don’t think there is a one-size-fits-all answer unfortunately.

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