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  • Buyers have the opportunity to manage the people spend with the same discipline and rigor as other capital investments (property, plant, equipment, R&D, M&A, among others)

    – Jeff Cox, Global M&A Transaction Services Leader

  • Engaging and leveraging key executives/employees post-closing to create value out of the deal is as critical as retaining them pre-closing and right after closing.

    – Keiko Shimada, Japan M&A Leader

  • Managing people risks such as key employee retention, cultural and organizational fit and leadership assessment, inherent in all types of M&A transactions is of paramount importance in achieving the desired deal value.

    – Dhruv Mehra, ASEAN and Singapore M&A Leader

  • Buyers and sellers are navigating new complexities including entering new geographies, exiting long standing business units and taking on new risks/liabilities.

    – Daniel Nadborny, Latin America M&A Leader

The Top Five People Issues Identified (In Rank Order)

 

1

Employee retention

2

Cultural and organizational fit/integration

3

Leadership team (determining the quality of the management team/executives for the new company)

4

Compensation and benefit levels (market pay concerns)

5

Talent availability and identifying, assessing, and placing talent

 

RELATED RESEARCH

FLIGHT RISK IN M&A: THE ART AND SCIENCE IN RETAINING TALENT

"If my HR leader wants a seat at the table, they better come prepared with a comprehensive process to manage the retention discussion from start to finish with my business leaders."

— CEO, Fortune 500 company

Purchase Full Report

 

 

 
Data • Insights • Direction

Mercer's research report, People Risks in M&A Transactions

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