HR Due Diligence
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I am a project manager supporting HR. During M&A Activity, there’s a lot of due diligence that occurs at levels “above my pay grade” prior to the deal being finalized or until we are officially assigned the project. At that point, we are playing catch-up for the data and work that had already been shared. Have you had any experience in inserting yourself into these higher discussions for the future success of the due diligence and can provide some insight on best ways to do that?
Hi Kara, you’re absolutely right in that alot of times, HR is brought into a deal alittle late in the game and hence have to play catch up and may even discover that the boat has been missed to identify and address some critical risks (e.g. cultural differences). For HRDD to happen earlier in the game (or happen at all), the CHRO or CPO of the organisation needs to be able to influence the narrative at the top and bring their teams along when some of these critical discussions happen. Alot of times it will involve carefully thought out stakeholder engagement, and education on the criticality of HR’s role in transactions.
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