Retaining Acquired Talent

Viewing 8 posts - 1 through 8 (of 8 total)
  • Author
    Posts
  • #70833
    Ryan Dawkins
    Participant

    We deploy different financial incentive to retain key employees during a transition and afterwards. Beyond compensation, what are tactics you have used to develop employee engagement and align culture to mitigate turnover during an integration and afterwards?

    #71160
    Martin Tse
    Participant

    In retaining talent, during Due Diligence process we make sure our culture and values align, we also provide growth opportunities within our company and also ‘Meritocracy’ where Talent is Rewarded, through bonus’s and merit increase.

    #71267
    Shunji Brown-Woods
    Participant

    Setting the correct tone and understanding drivers for retention of key talent is important. How many times do we ask what motivates or challenges them to make them want to stay?

    #72295
    Bernhard Seidel
    Participant

    If you can’t offer an interesting future position to the people of the acquired company, I guess that incentivation is the key factor to keep them in the new organization.

    #72297

    One of the most important things is that of communication, the newly acquired talent needs to understand where the company is going, what are the new goals and objectives. Intrinsically motivating the staff in alignment with the goals and objectives of the new organization will help retain staff.

    #72344
    Hugh Jones
    Participant

    Totally support the comments on communication, engagement, and active management of human resources. One cannot underscore the value of taking time to make people feel valued and important. It pays dividends in the long run.

    #72367
    Nahida
    Participant

    Talent should be a key workstream in due diligence. Assess their skill set: What specific skills does this person bring to the table? Do they have any unique capabilities that could benefit the organization. Evaluate their cultural fit: How do they fit in with your company’s core values? Are they a good match for your organizational culture

    #72424
    Kester Low
    Participant

    I think a good ground-up method could be useful. Going down to the offices/physical retain spaces/etc. and talking to some employees could be useful, and allows senior management to really have a good sense of ground sentiments. Purely interviewing senior management may not yield the same outcomes and strategies to retain key employees (e.g. people in critical functions such as cloud engineers, IT, product development, etc.).

Viewing 8 posts - 1 through 8 (of 8 total)
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