[Syed Zia Ul Hasan Rizvi]

How does your team address talent retention issues—during integration? what were some of the strategies that you used to mitigate this critical risk?

[Astrid]

The identification of the key talents to be retained should be done early in the process (during the DD process) and could be refined after the closing when a deeper assessment of the teams is being done. I would also recommend to identify the talents you want to keep in the long term and the talents that are critical for the integration (but you don’t necessarily want to keep after the integration). The retention bonus will be differ based on the type of talents identified

[Sue]

For me the same applies as Astrid. During the Due Diligence phase, a thorough assessment is made for bot organizations who the key employees are and what kind of retention instruments are needed. Then after signing a next assessment is made to see who are the key employees you need until/some period after Closing. A retention bonus can be given, ofcourse with several conditions such as ‘needed to stay until Closing’ or ‘payment will settle 2 years after Closing’. This all depends on for what exactly you need these key employees.

[Joana Pimentel]

Hi,
on the cases I’ve worked it was similar to what Astrid and Sue shared. In some of the cases, the retention bonus conditions also included clauses linked to performance, specifically to secure the revenue synergies projected to be achieved with the Integration.

[Tirth]

It is important to get confidence of the employees. Different employee engagement could be conducted. A financial plan can be put in place for those who would be impacted through integration.

[Author]

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