Many companies see M&A as the fastest way to build their digital capabilities.
For deals focussed on achieving digital transformation talent needs to be the key consideration. The key people issues that emerge before and after a deal closes require an understanding of both internal and external environment and a practical knowledge of how to apply relevant HR programmes to enhance attractiveness for digital talent.
For Human Resources professionals, a merger or acquisition is not just a corporate transaction; it’s a disruptive and often traumatic event. Managing the people impact is a crucial element of managing the transition.
Human Resources can add value on issues such as: achieving the maximum human capital synergies pre-and post-deal, collecting workforce feedback on what is working, what they need, potential barriers etc and establishing efficient and effective practices for leadership assessments.
Success in M&A means taking a holistic approach and managing transaction risk along the life cycle of the deal.
Organisations that master the art of M&A identify and manage people-related and deal-related risk from the very beginning, using integrated approaches and tools.
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