List of tables and figures | p. ix |
Acknowledgements | p. xi |
Foreword | p. xii |
Preface | p. xiii |
Introduction | p. 1 |
The early stages | |
Understanding the objectives, scope and expectations following a merger | p. 7 |
Getting information | p. 7 |
HR Due Diligence | p. 10 |
What is a Due Diligence report? | p. 10 |
Key components of an HR Due Diligence report | p. 12 |
Facts with direct financial implications (hard facts) | p. 12 |
Facts with indirect financial implications (soft facts) | p. 15 |
Facts with miscellaneous implications | p. 16 |
Setting up an integration plan | p. 19 |
What is an integration plan? | p. 19 |
Who owns the plan? | p. 20 |
Who manages and coaches the integration plan owner? | p. 20 |
What project management tools should be used? | p. 21 |
How to establish your integration plan | p. 21 |
Setting up the plan | p. 21 |
Organizing documentation | p. 24 |
Avoiding the short circuit syndrome | p. 24 |
Define the basis and timelines for reporting | p. 25 |
Prepare the communication plan | p. 27 |
Empowering a communication team leader | p. 27 |
HR communication milestones and key stakeholders | p. 29 |
Defining communication tools | p. 34 |
Developing Question and Answer and communication guidelines | p. 36 |
The transition period | |
Analysis and comparison of terms of employment | p. 45 |
Analysis of differences in contractual terms of employment | p. 46 |
The employment contract | p. 46 |
Analysis and comparison of salary and commission systems | p. 48 |
Analysis and comparison of benefits | p. 54 |
Health, pension and related benefits | p. 54 |
Scope of medical coverage | p. 55 |
Old age and retirement | p. 55 |
Life insurance | p. 61 |
Social and other benefits | p. 62 |
Human Resource Management Information Systems, tools and data transfer action plan | p. 64 |
Comparison of general HR policies and handbooks | p. 66 |
The mission statement | p. 67 |
The policy processes | p. 69 |
Designing retention programmes | p. 76 |
Programmes to retain key players during the integration process | p. 77 |
Programmes to retain employees in the new organization | p. 82 |
The integration stage | |
Process review | p. 89 |
Review of products and sales | p. 89 |
Review of the vocabulary used for job descriptions and responsibilities | p. 92 |
Identify the groups for comparison | p. 92 |
Define the basic weighting criteria | p. 92 |
List job titles and their equivalents | p. 95 |
Prepare a comparison sample | p. 96 |
Manpower planning, assessments and redundancies | p. 98 |
Transparency of the process | p. 98 |
Regular and complete communication | p. 99 |
Definition of manpower needs | p. 100 |
Assessment programmes | p. 106 |
The scope and timing of the assessment | p. 107 |
Key leadership competencies | p. 109 |
Assessing the results | p. 111 |
Feedback and communication on decisions | p. 116 |
Redundancy strategy and guidelines | p. 117 |
Awareness of local labour laws and regulations | p. 117 |
Preparation for the redundancy announcement | p. 123 |
Assigning responsibilities | p. 123 |
Establishing guidelines for the severance package | p. 124 |
Redundancy guidelines | p. 124 |
Implementing a helpdesk or hotline | p. 128 |
Using facilitators, career counselling and outplacement services | p. 128 |
Finalizing transfers and integration | p. 130 |
Transfers, appointments and lines of reporting | p. 130 |
Integrating employees | p. 131 |
Conclusion | p. 134 |
Appendices | |
Appendix 1 | p. 139 |
Appendix 2 | p. 142 |
Index | p. 177 |
Table of Contents provided by Rittenhouse. All Rights Reserved. |