dear folks i am MBA students i wan know some of the HR Issues related to mergers and acquitions post merger and pre merger thank you
From India, Mangaluru
From India, Mangaluru
hi...
check you pvt inbox.... I am sending you the ID of the person who has done quite a bit research on the subject...
She should be able to provide you with the information that you are looking for...
From India, Ahmadabad
35check you pvt inbox.... I am sending you the ID of the person who has done quite a bit research on the subject...
She should be able to provide you with the information that you are looking for...
From India, Ahmadabad
You can pm satish as Mamta ma'm has already forwarded material to satish...
In case you don't get the material from him... pm me and i will ask her to post again...
Satish...
If you can upload the material to forum... it would be of help to other members as well
From India, Ahmadabad
In case you don't get the material from him... pm me and i will ask her to post again...
Satish...
If you can upload the material to forum... it would be of help to other members as well
From India, Ahmadabad
HI!
HR is facing a lot of problems in M&A due to the foll:reasons:
1. Indian companies have a militarized form of management-they expect their employees to follow the commands of the employer for which the employees of the host company term this as arrogance and stinginess.
2. Indian companies have a centralized decision-making system:
most of the decions are made by the top level management and the success or failure of the business hugely rests on the top level management.But this is not accepted in foreign companies in America and Europe as each and every employee is given an oppurtunity to participate in the deciosion making system.
3.Indian employees are poor team players due to which the team projects turn out to be a major flop.Indian empoyers try their best to separate the indian poupulation form the employees of the host company.
I think the above has sufficed your requirement with respect to problems faced by Indian companies when merging or acquiring with comapnies abroad.
Take care,
Alex.
From Kuwait
HR is facing a lot of problems in M&A due to the foll:reasons:
1. Indian companies have a militarized form of management-they expect their employees to follow the commands of the employer for which the employees of the host company term this as arrogance and stinginess.
2. Indian companies have a centralized decision-making system:
most of the decions are made by the top level management and the success or failure of the business hugely rests on the top level management.But this is not accepted in foreign companies in America and Europe as each and every employee is given an oppurtunity to participate in the deciosion making system.
3.Indian employees are poor team players due to which the team projects turn out to be a major flop.Indian empoyers try their best to separate the indian poupulation form the employees of the host company.
I think the above has sufficed your requirement with respect to problems faced by Indian companies when merging or acquiring with comapnies abroad.
Take care,
Alex.
From Kuwait
hi all, attached herewith is a project i had done as part of curriculam, hope it helps as it has some concrete stuff abt types of m&as, examples and pre - post m&a hr implications... regds, radhika
From India, Mumbai
From India, Mumbai
Thanks Radhika, its really wonderful work you have done, i will go throgh report full if i found any doubt i an ask know? thanks once again have a nice day sathish
From India, Mangaluru
From India, Mangaluru
Hi...
If you ask me, I would say that integrating the organisational cultures is probably one of the biggest challenges to HR in the context of mergers and acquisitions...
Am currently writing an article on the cultural implications of mergers as part of my curriculum and will mail it across as soon as it is done....
In the meantime, I would appreciate receiving the files in circulation...
Mail me at
thanks,
Swetha.
From India, Pune
If you ask me, I would say that integrating the organisational cultures is probably one of the biggest challenges to HR in the context of mergers and acquisitions...
Am currently writing an article on the cultural implications of mergers as part of my curriculum and will mail it across as soon as it is done....
In the meantime, I would appreciate receiving the files in circulation...
Mail me at
thanks,
Swetha.
From India, Pune
Dear Colleagues,
In pre and post mergers and acquisitions-two major emotions would be constantly at the fore, these would include but not limited to anxiety/apprehension and uneasy-calm.
The HR professional would step in as a Change Champion in the "Pre Era" and as Diversity Manager in "Post Era" .
We should always have behind our minds that People who are emotive make-up organizations and not machines or buildings.
Pre Mergers/Acquisition Era.
The HR practitioner would have to champion the need for consistent communication to the workforce on what Management is planning and doing as well no matter how seemingly negative it might look-it has to be communicated.
HR must seek out ways of getting feedback as well from the employees so as to communicate this Management-and a lot of Employee Relation must come to play here.
Post Mergers/Acquisition Era.
This era would try as much as possible to consolidate on the possible gains of the Merger-Managing Diversity would be the paramount tool or instrument to be used by HR to guide the workforce.
Perceptional differences would emerge because of peoples' different backgrounds.
There would cultural differences emerging from workplace work ethics and codes of conducts-what is permissible in Company A & B may not be acceptable in C yet they are merging-all these has to be put into consideration.
Job title/functions would be changed or merged-you can only have one CEO- for instance companies A,B & C have merged, the best resolution for such would be one CEO and two Executive Directors.
Other areas to be managed by HR would include more Human related issues-such as gender, sexual orientation, work life balance, arbitration/attrition.
Thanks.
From Nigeria, Lagos
In pre and post mergers and acquisitions-two major emotions would be constantly at the fore, these would include but not limited to anxiety/apprehension and uneasy-calm.
The HR professional would step in as a Change Champion in the "Pre Era" and as Diversity Manager in "Post Era" .
We should always have behind our minds that People who are emotive make-up organizations and not machines or buildings.
Pre Mergers/Acquisition Era.
The HR practitioner would have to champion the need for consistent communication to the workforce on what Management is planning and doing as well no matter how seemingly negative it might look-it has to be communicated.
HR must seek out ways of getting feedback as well from the employees so as to communicate this Management-and a lot of Employee Relation must come to play here.
Post Mergers/Acquisition Era.
This era would try as much as possible to consolidate on the possible gains of the Merger-Managing Diversity would be the paramount tool or instrument to be used by HR to guide the workforce.
Perceptional differences would emerge because of peoples' different backgrounds.
There would cultural differences emerging from workplace work ethics and codes of conducts-what is permissible in Company A & B may not be acceptable in C yet they are merging-all these has to be put into consideration.
Job title/functions would be changed or merged-you can only have one CEO- for instance companies A,B & C have merged, the best resolution for such would be one CEO and two Executive Directors.
Other areas to be managed by HR would include more Human related issues-such as gender, sexual orientation, work life balance, arbitration/attrition.
Thanks.
From Nigeria, Lagos
Dear Colleagues,
In pre and post mergers and acquisitions-two major emotions would be constantly at the fore, these would include but not limited to anxiety/apprehension and uneasy-calm.
The HR professional would step in as a Change Champion in the "Pre Era" and as Diversity Manager in "Post Era" .
We should always have behind our minds that People who are emotive make-up organizations and not machines or buildings.
Pre Mergers/Acquisition Era.
The HR practitioner would have to champion the need for consistent communication to the workforce on what Management is planning and doing as well no matter how seemingly negative it might look-it has to be communicated.
HR must seek out ways of getting feedback as well from the employees so as to communicate this to Management-and a lot of Employee Relation must come to play here.
Post Mergers/Acquisition Era.
This era would try as much as possible to consolidate on the possible gains of the Merger-Managing Diversity would be the paramount tool or instrument to be used by HR to guide the workforce.
Perceptional differences would emerge because of peoples' different backgrounds.
There would be cultural differences emerging from workplace work ethics and codes of conducts-what is permissible in Company A & B may not be acceptable in C yet they are merging-all these has to be put into consideration.
Job title/functions would be changed or merged-you can only have one CEO- for instance companies A,B & C have merged, the best resolution for such would be one CEO and two Executive Directors.
Other areas to be managed by HR would include but not limited to more Human related issues-such as gender, sexual orientation, work life balance, arbitration/attrition.
Thanks.
From Nigeria, Lagos
In pre and post mergers and acquisitions-two major emotions would be constantly at the fore, these would include but not limited to anxiety/apprehension and uneasy-calm.
The HR professional would step in as a Change Champion in the "Pre Era" and as Diversity Manager in "Post Era" .
We should always have behind our minds that People who are emotive make-up organizations and not machines or buildings.
Pre Mergers/Acquisition Era.
The HR practitioner would have to champion the need for consistent communication to the workforce on what Management is planning and doing as well no matter how seemingly negative it might look-it has to be communicated.
HR must seek out ways of getting feedback as well from the employees so as to communicate this to Management-and a lot of Employee Relation must come to play here.
Post Mergers/Acquisition Era.
This era would try as much as possible to consolidate on the possible gains of the Merger-Managing Diversity would be the paramount tool or instrument to be used by HR to guide the workforce.
Perceptional differences would emerge because of peoples' different backgrounds.
There would be cultural differences emerging from workplace work ethics and codes of conducts-what is permissible in Company A & B may not be acceptable in C yet they are merging-all these has to be put into consideration.
Job title/functions would be changed or merged-you can only have one CEO- for instance companies A,B & C have merged, the best resolution for such would be one CEO and two Executive Directors.
Other areas to be managed by HR would include but not limited to more Human related issues-such as gender, sexual orientation, work life balance, arbitration/attrition.
Thanks.
From Nigeria, Lagos
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