Hr Issues in Merger & Acquisition
Emmanuel Newton
University of Pittsburgh
The Human Resource Issues in the Mergers and Acquisitions
Open Statement
In an ideal merger, the newly created entity pools the best features of the two merging organizations. A well planned process built on the foundations of an open, honest and consistent communication strategy can pave the way.
Statement of Case
The Role Played by the Human Resources Department in the merger of Buchanan, Ingersoll law firm and Klett, Rooney, Lieber and Shoreling law firm into Buchanan, Ingersoll, Rooney law firm.
The people element is the most important, yet the most neglected, during mergers and acquisitions. Most companies focus their attention on talks about the millions and billions, forgetting that it is not possible to rack in those millions and billions if they lose most of their most-skilled employees during a merger or acquisition.
This project is to bring to bare some of the personnel related problems in a merger or acquisitions and how to manage or solve those problems for an easy and successful transition.
Introduction
On July 6, 2006, Klett, Rooney, Lieber and Shoreling PC and Buchanan, Ingersoll PC merged to be come one of the largest law firms in the country. Our case study is about the role of the human resources department in managing personnel during these critical times.
Literature Review
The phrase mergers and acquisitions (abbreviated M&A) refers to the aspect of corporate strategy, corporate finance and management dealing with the buying, selling and merging of different companies.
Mergers and acquisitions have become a common phenomenon in recent times. Although the merging entities give a great deal of importance to financial matters and the outcomes, Human resources (HR) issues are the most neglected ones. Ironically studies show that most of the mergers fail to bring out the desired outcomes due to people related issues. The uncertainty brought out by poorly managed HR issues in mergers and acquisitions
University of Pittsburgh
The Human Resource Issues in the Mergers and Acquisitions
Open Statement
In an ideal merger, the newly created entity pools the best features of the two merging organizations. A well planned process built on the foundations of an open, honest and consistent communication strategy can pave the way.
Statement of Case
The Role Played by the Human Resources Department in the merger of Buchanan, Ingersoll law firm and Klett, Rooney, Lieber and Shoreling law firm into Buchanan, Ingersoll, Rooney law firm.
The people element is the most important, yet the most neglected, during mergers and acquisitions. Most companies focus their attention on talks about the millions and billions, forgetting that it is not possible to rack in those millions and billions if they lose most of their most-skilled employees during a merger or acquisition.
This project is to bring to bare some of the personnel related problems in a merger or acquisitions and how to manage or solve those problems for an easy and successful transition.
Introduction
On July 6, 2006, Klett, Rooney, Lieber and Shoreling PC and Buchanan, Ingersoll PC merged to be come one of the largest law firms in the country. Our case study is about the role of the human resources department in managing personnel during these critical times.
Literature Review
The phrase mergers and acquisitions (abbreviated M&A) refers to the aspect of corporate strategy, corporate finance and management dealing with the buying, selling and merging of different companies.
Mergers and acquisitions have become a common phenomenon in recent times. Although the merging entities give a great deal of importance to financial matters and the outcomes, Human resources (HR) issues are the most neglected ones. Ironically studies show that most of the mergers fail to bring out the desired outcomes due to people related issues. The uncertainty brought out by poorly managed HR issues in mergers and acquisitions
References: ➢ Wikipedia, the free Encyclopedia. Mergers and Acquisitions. Retrieved March, 10, 2007, from Retrieved March, 10, 2007, From http://www.psychservices.psychiatryonline.org/cgi/content/full/51/1/19 ➢ Royston Greenwood, C.R. Hinings, John Brown. (March 28, 2007). Merging Professional Service Firms ➢ Blackwell Synergy, (2006) Mergers and Acquisitions: Managing Culture and Human Resources, Personnel Psychology 59 (2), 480–484. doi:10.1111/j.1744-6570.2006.00043_8.x. Retrieved April 2, 2007, from