While some mergers and acquisitions (M&As) look flawless on paper, they quickly lose their shine in the workplace. Issues such as company culture clash and excessive disruption of daily operations can make integration seem like a pipe dream. Completing a successful M&A with minimal hangups requires skilled workforce management and a strategy that accounts for the inevitable issues that will arise during the transition period.
M&A and Workforce Management: Why Success Depends on Integrating Your Workforce
When an M&A isn’t working, it’s usually due to integration issues, not financial problems. Unfortunately, even highly functional teams often run into snags when pushed to blend or adapt their efforts.
Combining workforces is complex, and employees need time and space to transition to the new normal. Having an outline for the merger that states employee roles and offers guidance about office real estate, communication protocol, and client services provides clear expectations during a confusing time.
Go Farther Together
Both sides must let go of old protocols and mindsets for integration efforts to be fruitful. Since, from a legal perspective, one company is considered the acquirer and one the acquiree, it’s crucial to remember that acquirees often feel more nervous about changes.
Even though you know that the goal is to build a juggernaut from your companies’ combined forces, they won’t realize that unless you tell them. Communicating the plans to integrate and emphasizing how the companies are converging into a single, stronger team can help prevent quality employees from abandoning ship.
Shortcuts Aren’t an Option
When an M&A has high stakes, it’s common for leaders to push teams to adapt to new processes and procedures quickly. But, frustratingly, this pressure often backfires and slows down team efficiency in the long run. Think of your newly merged company as a toddler.
Expect them to go from crawling to running, and you’ll be disappointed. Instead, let your teams learn how to walk and improve their coordination before asking for quick movements.
Outsource Leadership During Mergers and Acquisitions
While an internal executive can guide the M&A efforts, employees from the other party may feel they cannot come forward with questions or concerns.
In addition, issues of favoritism and politics can also arise when internal leaders are chosen to handle integration efforts directly. By bringing in an experienced, neutral party, you show employees that you are committed to creating a new, united team, not simply forcing one group to assimilate against their will.
Trust Project Genetics to Lead Your Integration
Our team is ready to offer guidance when you need unbiased, professional leadership. We select the appropriate individual from our skilled team based on your company’s unique needs, which allows them to hit the ground running. In addition, their years of experience enable them to troubleshoot any issues and streamline the integration process.
Whether your attempts at integration have been unsuccessful or you haven’t begun to plan your merger, we are ready to help you navigate your M&A with ease. Reach out to Project Genetics today, and learn how our management consulting services can help your company thrive following a merger.
