- This topic has 7 replies, 8 voices, and was last updated 1 month ago by
Jonathan.
-
AuthorPosts
-
October 29, 2024 at 12:25 pm #128368
Syed Zia Ul Hasan Rizvi
ParticipantHow does your team address talent retention issues—during integration? what were some of the strategies that you used to mitigate this critical risk?
November 11, 2024 at 9:45 am #129664Astrid
ParticipantThe 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
November 15, 2024 at 11:45 am #130180Sue
ParticipantFor 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.
November 15, 2024 at 4:27 pm #130196Joana Pimentel
ParticipantHi,
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.November 23, 2024 at 10:09 pm #130915Tirth
ParticipantIt 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.
December 27, 2024 at 6:28 pm #133170Julita
ParticipantIn 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.
December 27, 2024 at 9:59 pm #133178Kristi Huntington
ParticipantWe 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.
January 8, 2025 at 9:35 am #134149Jonathan
ParticipantWe 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
-
AuthorPosts
- You must be logged in to reply to this topic.