[Jennifer Winter]

One area I’ve become more focused on during HR due diligence is retention of key people, not just senior management, but also operational talent and subject matter experts that often hold critical customer, supplier, or technical knowledge.

While financial incentives like stay bonuses are common, I’m finding that culture, clarity, and clear communication also play a huge role. Uncertainty about reporting lines, job security, or career path can drive people out quickly, sometimes even before close. I’d be curious to hear from others:

> What retention approaches have you seen work best to retain key personnel?
> How early do you involve target company staff in retention discussions?
> Have you seen creative non-financial strategies work to retain mid-level or operational key talent?

[Darragh McKiernan]

A great questions Jennifer and one I’m hoping you might have gotten some answers or ideas on since posting? I believe the cultural and HR due diligence as you put it is so important at the coal face and not just at senior management level. I have seen in some companies that when a different narrative is shared top down that it can conflicts with the lower levels beliefs and may “rock the boat” and some people can dislike this and leave. I think the main aim is to not change too much and to involve these people at the lower level of the organisation in change and in sharing their ideas for change and get them bought in to the change.

What size of businesses are you working with? Are you trying to acquire the companies yourself or as part of a team or are you in an M&A department within a larger firm?

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