Putting rewards to work in your M&A deal

Posted by Kenny MacDonald and Carey Ambrosetti on September 13, 2019.
Many companies are using mergers & acquisitions (M&As) to help drive corporate change and meet business objectives, but total rewards do not typically keep pace with this overarching M&A purpose. Companies most often concentrate on rewards as a Day 1 deliverable, something to be checked off the list to help ensure an effective transition for current employees, instead of using the opportunity to strategically review rewards against the desired goals for the go-forward organization. This practice could be leaving significant opportunity on the table when the deal is done. By elevating rewards to be a strategic enabler for change, companies can create a better opportunity to maintain employee engagement, achieve desired deal results, and position the go-forward organization for the future.
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Solo or Symphony?

Do your C-suite leaders have the same view of your workforce?

Posted by Robert A. Dicks, Michael Fuchs, and Garry Spinks on April 23, 2019.

We’ve all seen those images that seem to show one thing, but when the camera pulls back or shifts to another angle, we find out the real picture is quite different than it first appeared. It can be the same when looking at the business. Every C-suite includes a variety of functional specialists who consider the business through their particular lens, whether it’s the CEO, CFO, COO, CIO, CHRO—whomever it might be. The CEO is tasked with minding the big, presumably complete, picture. But pulling that true picture together, particularly in terms of most organizations’ biggest expense—the workforce—means the C-suite has to start thinking and acting symphonically about workforce decisions, rather than as a collection of solo acts.

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