Ihrm
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Analyze the process of cross-border mergers and acquisitions, and determine the major challenges to HR.
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Cross-border mergers and acquisitions can create a number of challenges with the HRM team. After studying the difference between mergers and acquisitions, I determined that both have their own individual issues when it comes to strategizing HRM. Mergers (when two companies enter an agreement to join their operations together), create a challenge with deciding which of the two HR teams will take over the newly merged operation. When a company merges, each company entering the agreement has to agree on which leaders from each will be the best fit for the position in the new operation. There are staffing issues such as twice as many employees, and wether there are enough new and existing positions to put them (if not, it could result in layoffs). Each company has their own policies and procedures that may have made that company successful, or even produced different types of services or products. A merger or acquisition can cause personell issues, which often go overlooked for a period of time. If not thoroughly analyzed, this type of agreement (M&A's) can produce a high failure rate.
A great way to reduce the number of failures when companies enter M&A agreements, is to thoroughly engage in proper planning via several phases. As discussed in the textbook on p54, mergers and acquisitions are characterized by a number of phases such as: screening of alternate partners, analyzing the benefits of the planned agreement, integration planning, and implementing the agreement to form a new company. Another suggestion for addressing issues that could result from M&A agreements is to include the two company's employees in the planning process. When employees have been employed at a firm for an extensive amount of time, they feel that they have invested into
Analyze the process of cross-border mergers and acquisitions, and determine the major challenges to HR.
-------------------------------------------------
Cross-border mergers and acquisitions can create a number of challenges with the HRM team. After studying the difference between mergers and acquisitions, I determined that both have their own individual issues when it comes to strategizing HRM. Mergers (when two companies enter an agreement to join their operations together), create a challenge with deciding which of the two HR teams will take over the newly merged operation. When a company merges, each company entering the agreement has to agree on which leaders from each will be the best fit for the position in the new operation. There are staffing issues such as twice as many employees, and wether there are enough new and existing positions to put them (if not, it could result in layoffs). Each company has their own policies and procedures that may have made that company successful, or even produced different types of services or products. A merger or acquisition can cause personell issues, which often go overlooked for a period of time. If not thoroughly analyzed, this type of agreement (M&A's) can produce a high failure rate.
A great way to reduce the number of failures when companies enter M&A agreements, is to thoroughly engage in proper planning via several phases. As discussed in the textbook on p54, mergers and acquisitions are characterized by a number of phases such as: screening of alternate partners, analyzing the benefits of the planned agreement, integration planning, and implementing the agreement to form a new company. Another suggestion for addressing issues that could result from M&A agreements is to include the two company's employees in the planning process. When employees have been employed at a firm for an extensive amount of time, they feel that they have invested into