HR of the company
Companies formed through merger and acquisition under a competent HR have been placed in a better position as far as is healthy competition in the business environment is concerned. The whole process therefore can only be effective if proper planning is done. The HR should take the responsibility of bringing the two parties together to ensure smooth take over. A lot of benefits have been achieved through the process of merger and acquisition. New skills, knowledge, huge profits and low operation cost among others are some of the benefits brought as a result of forming merger and acquisition.
Human resource managers therefore have to play a key role to ensure this transition process is effective and successful. The HR issues that are involved in the merger and acquisition process should be addressed in order to ensure smooth transition of the process. Many companies have expanded and realized increase in production through forming mergers and acquisition. Normally mergers and acquisitions provide the company with opportunities and hazards hence imposing a lot of challenges on the human resource manager (Brockner and Greenberg, 1990).
Should the HR fail to perform his role the whole process night end up in a waste. The HR therefore needs
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New Policies and strategies should be put down to govern the transition process. Many changes have been identified as a result of merger and acquisition. It is the responsibility of the HR of the company to ensure that these challenges are properly addressed. This will ensure smooth integration process. He will be responsible for the cultural integration leadership and communication of the merging firms. Power, cultural differences and communications are some the key issues that the HR should address to ensure smooth take over.
Proper communication should be carried out to ensure that the information is passed in the right channel. Any changed introduced within the organization should communicated in time to the relevant people. Thorough assessment on the two companies to be merged should be done to confirm whether they are compatible or not. Intellectual property issues should also be considered. A company can be better placed in production line of effective strategy is laid by the HR before the merger and acquisition process.
Identification whether the merging or acquired organization has common culture or common values should also be considered.
Coffey, J. , Garrow, V. and Holbeche L. 2003 “Reaping the Benefits of mergers and Acquisitions” Butterworth & Heinmann, Oxford Deloitte & Touche (2001) “Solving the Merger Mystery”, Financial Times, Feb 12, 2002 Brockner, J. , Greenberg, J. (1990), “The impact of layoffs on survivors: an organizational justice perspective”, in Carroll, J. (Eds), Applied Social Psychology and Organizational Settings, Erlbaum Associates, Hillsdale, NJ .