- This topic has 3 replies, 3 voices, and was last updated 20 hours, 52 minutes ago by
Jennifer Schram.
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June 5, 2024 at 5:33 am #111093
Maram Al Nahdi
ParticipantWhat initiatives are in place to support employee development and career growth post-M&A?
February 6, 2025 at 8:30 am #135523lyly19
ParticipantPost-M&A, initiatives to support employee development include enhanced training programs, mentorship opportunities, clear career progression pathways, and a focus on fostering a collaborative culture to Hole io integrate skills and experiences from both organizations.
February 7, 2025 at 5:53 pm #135757Jennifer Schram
ParticipantHi Maram,
Great question! In past organization’s I’ve seen an enterprise-wide approach that typically compliments an organization’s career development programs. Generally speaking, HR will have an integration strategy and the roles and description and even the operating model of an organization can change. For employees typically facing role elimination or transitions, aligning professional development plans with the new vision of the organization or functional roles within a new team structure is quite critical.
I often see managing transitions like this successful where there is a strong communication strategy, employee resources and office hours with Talent and Culture teams. Leadership when engaged if their roles are changing also typically has a hand in supporting the development of transition strategies (e.g. new employment offers for new or existing roles in the new organization etc.) and functional, roles-based training tends to be the most effective.
Often where there is a lack of communication to employees and decisions are just top-down applied to them, is often where organizations or Leadership teams may find loss of engagement, productivity or dissatisfaction. When employees concerns are represented and they see a future for themselves in the organization and that is part of the integration strategy coupled with resources and a strong communications plan, often you’ll find success.
If the acquiring company is willing to invest in training, communication and thoughtful leadership, these employees can be brought along in the process.
Hope this helps!
Best,
Jennifer
February 7, 2025 at 6:37 pm #135760Jennifer Schram
ParticipantHi Maram,
Can’t seem to edit my last reply but I tried revising the answer to be more concise and targeted, which is the intent of this subsequent post.
Transitions typically are less effective when organizations under-invest in training or change management, or where top-down decisions are applied without an understanding of the operational dependencies or associated impact of key strategic decisions. When HR integration is successful, I often seen enterprise-wide communication strategies or plans that are omnichannel and tailored to functional teams, resources made available to employees impacted (this is often informed by impact assessments) and sponsorship from Leadership to provide stability in navigating uncertainly in a changing environment. More than that, accessibility of Talent and Culture teams can also provide employees with support during any transition period.
Long-term talent development following an acquisition would need to factored into the revision or enhancement of professional development programs or career resources to the talent coming over from one organization to the acquiring company. Typically there is a vision that informs the strategy before it is implemented.
Hope that helps clarify!
Best,
Jennifer
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