Talent retention during integration

Viewing 8 posts - 1 through 8 (of 8 total)
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  • #128368

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

    #129664
    Astrid
    Participant

    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

    #130180
    Sue
    Participant

    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.

    #130196
    Joana Pimentel
    Participant

    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.

    #130915
    Tirth
    Participant

    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.

    #133170
    Julita
    Participant

    In my opinion retaining talent during integration requires a proactive, people-centric strategy. By providing clear communication, career growth opportunities, and strong leadership as well as addressing employee concerns early companies can retain key talent, reduce disruptions, and ensure a successful post-merger integration.

    #133178
    Kristi Huntington
    Participant

    We do a review of Org Charts, JD’s, CV’s etc. as part of due diligence but the period between sign and close is when most of the work is done to identify key talent, retention periods for key personnel, and retention bonuses.

    #134149
    Jonathan
    Participant

    We prioritize talent retention by identifying key employees during DD and understanding their motivations. We then try and implement tailored retention strategies, such as personalized career development plans and retention bonuses tied to clear milestones. Communication is also obviously critical—we ensure that employees understand their value to the new organization and provide transparency about the integration process. Ultimately, a mix of financial incentives and genuine engagement help mitigate the risk of losing top talent

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