Incorporating a vision of the future-state workforce into deal planning helps organizations capitalize on the disruptive change encountered during an acquisition or divestiture to accelerate workforce transformation and redefine the way work gets done.
HR leaders play a key role in helping organizations navigate the complex, dynamic landscape of M&A transactions. A recent Deloitte M&A Institute event created a forum for HR M&A professionals to gather, exchange ideas, share experiences, and gain real perspective from others in their unique positions.
As robust M&A (mergers & acquisitions) activity continues in the market, many business leaders in the process of completing a divestiture or acquisition find themselves operating organizations through states of high disruption and ambiguity. During these times, emphasis on speed and the day-to-day activity needed to complete a divestiture or acquisition often hides opportunities to unlock value and position an organization for strategic growth. One example of these potential value drivers: implementing an HCM (human capital management) cloud solution.
No longer just about managing expats, global mobility is key in realizing business and workforce strategies
Like its fellow HR functions, global mobility has been impacted by broader market trends and is evolving to better meet the organization’s needs and those of the workforce. Its largely logistical, transactional role of the past has given way to a much more strategic and integral role in how the business attracts, develops, retains, deploys, and advances talent. In the first of our series on global mobility, we look at what’s driving the development of global mobility and introduce four global trends that are disrupting the mobility landscape, fueled by—and fueling—the digital age.
Merger and acquisition (M&A) and divestiture activity has been exceptionally strong the last several years – setting a record in 2015 with more than $5 trillion in deals struck1 and $3.2 trillion in deals in 2016.2 This activity has been driven by a variety of factors, with many companies looking for opportunities to grow revenue, benefit from scale, access new markets and distribution channels, and accelerate their pivot to digital. While the opportunities are abundant, achieving value through the M&A life cycle remains a challenge.
It’s no secret that mergers & acquisitions (M&A) can disrupt ongoing business activities. This disruption also impacts HR customers, both internal (executives, managers, employees) and external (applicants, retirees, vendors/suppliers). Leaders often turn their attention inward during M&A, leaving one group critical to the growth of the business overlooked: the external talent market.
Posted by Sarah Hindley on December 20, 2016.
- Differences in decision-making approaches and employment philosophies between an American acquirer and its Japanese acquisition keep integration planning in limbo for months.
- The merger of two American companies with similar interests seems like it should be rather seamless—except that the target company has a significant workforce population in Germany. As integration work begins, differences in communication and collaboration styles soon surface, hindering the two companies’ ability to work together to realize deal value.
Supporting health care M&A
Posted by Peggy Chin on October 25, 2016.
Leaders in HRIS and benefits at Rochester Regional Health recently presented their experiences at Workday Rising in Chicago. The health system serves the greater Rochester and Finger Lakes region of New York and, like many others in its industry, has been growing steadily by merger and acquisition. The reasons Rochester chose Workday and the benefits that decision has enabled make an interesting case in point for organizations in any industry looking to move HR systems to the cloud or better manage the talent aspects of M&A activity.
We’re halfway through 2016 and the brisk pace of mergers & acquisitions (M&A) continues. Through April, global M&A activity had already eclipsed $1 trillion in deal value.1 This is strong evidence that C-suite executives continue to view M&A as an effective way to increase shareholder value. As a result, HR functions must be prepared to support their organization’s people, processes, and technology through the entire M&A life cycle.
If it isn’t broken, don’t fix it. Or so the old saying goes.
In the breakneck world of mergers, acquisitions, and consolidations in life sciences and health care, businesses are often bought or absorbed not because they are broken but because they are thriving and leaving their mark in a key targeted segment of the marketplace.