Planning first meeting with Employees

This topic contains 5 replies, has 6 voices, and was last updated by  Kent Anderson 1 month, 1 week ago.

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    Riccardo Scaioli

    During Due Diligence, only few key stakeholders from the seller side are aware of the deal. When employees become aware of it, the management usually organise an internal meeting to discuss and explain who the buyer is and sometimes reason behind this choice. From the buyer side, would it be a good practice organise another meeting with all new employees? Who will be the best team/person to lead this first meeting?


    Ronaldi Wisastra

    Sharing from recent experience, the meeting with the new employees from the buyer side in a townhall setting (some in virtual setting) really helped the integration process. The buyer management supported by the IMO, HR team as the seller HR attended the townhall. It gives assurances to the new employees, explain the common goal the buyer and seller has in doing the transaction and prepare the employees on what in store for them moving forward, after Day-1.


    Mandana Javaheri

    Have multiple meetings to explain the integration of the new employees to the new company. Cover HR, the org chart, their devices, email accounts, everything they need to be up and running when they start. Cover product integration plans, sales and GTM integration and strategy. Integrate them in the team very quickly. Include them in your weekly call, have 1:1 calls, make sure they feel included and welcome.


    Adam Bates

    I agree with Mandana for the most part. End user employees of the target company should be met with early on and explained the integration and why it matters to them. Periodically they should be provided updates on how things are going as well. Key employees in the target company on the other hand should be integrated into the integration team very quickly and included in the regular communication cadences – weekly meetings, report-outs, regular 1×1 check-ins, etc.. The end user employees will be important to keep up to date, while its critical the identified key employees are looped in quickly and repeatedly.


    Rochelle Ramos

    Having multiple and ongoing meetings with employees is important. Personally, I’d begin having the two HR teams meet with senior leadership to get an overview of the communication we want to deliver. Having everyone on the same page and communicating the same message is key to building trust and understanding. Then, I’d suggest holding a town hall meeting with employees to go over the message, provide them resources for asking additional questions, organizational charts and key contact information. Having break out sessions next with smaller groups will give the opportunity to answer more specific questions related to roles and departments, as well as give the new employees the opportunity to get to know you on a personal level. Having this direct connections helps build trust. Recaps posted on an intranet will give employees access to information they may have missed or wanted to review again.


    Kent Anderson

    I would approach the matter from two viewpoints. In the beginning, the goal is to provide transparency and ensure the rumor mill is kept to a minimum. Central to good leadership, in my opinion, is the principle of listening, learning, and then leading. The leaders of the integration will have a large amount of learning they will be doing despite the best efforts of due diligence. I would push leadership to ensure that they do not get out in front of their skis in their desire to grab the reins and lead the path forward. Ensuring adequate listening and learning within the process, while communicating known facts in order to keep nerves calm, is needed in order to ensure that leadership is appropriate to the facts on the ground.

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