Hi All, Have managed to complie same data on HR related issues in Cross cultural intergartaions..... Hope its uselful to y’ll Regards, Vaishali
From India, Mumbai
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2From India, Mumbai
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Dear vailshali,
Your document was well presented. Here are some points you may wish to read further.
CHAPEL HILL, N.C., Dec. 9 /PRNewswire/ -- reports that the key to successful integration lies in implementing a comprehensive plan to address critical HR issues immediately after deal closing. Savvy companies are employing innovative approaches to ensure strong cultural integration. For example, a leading company (benchmarked by Best Practices, LLC) always plans an event involving groups from both companies before the deal is completed. This serves as an ideal opportunity to learn more about the people and cultures at both companies outside the work environment. In one instance, the human resource team planned a riverboat excursion with nearly 300 people from both companies.
The event was a success and helped set the tone for an efficient and productive integration.
To understand how some of the world's leading companies successfully manage post M&A cultural integration, Best Practices, LLC studied more than 50 top companies. Benchmarked companies include: Boeing, Cisco Systems, Citigroup, DuPont, EDS, General Electric, GlaxoSmithKline, IBM, Intel, Motorola, Novartis, and Wells Fargo.
More than 400 best practices have been highlighted in this report on Merger & Acquisition Integration Excellence, available online with a complimentary report summary at http://www3.best-in-class.com/rr636.htm.
For example, the following findings emerged from their research:
- At one company, executives have formulated a cultural survey to assess the degree of similarity of acquired organizations. Depending on the nature of the acquisition -- whether it is coexistence, assimilation, or a transformation process -- this survey identifies key parameters such as size, degree of centralization, and work habits. With this information on hand, integration managers become aware of variations and can work to clarify reasons for existing norms. Events such as issues forums build upon this input to get variations on the table and address them in a manner that is supportive of the new direction of the combined entity.
- One company developed a Culture and Communications task force that facilitated change management of the new organization, utilizing several forums to communicate the "whys" and "hows" of integration. Key issues included training, organizational development, and communications.
- To help employees cope with stress, one top company uses an employee assistance program. The human resources department highlights the signs of stress to managers. The managers can then direct stressed employees toward the program, or the employees can enroll of their own volition.
Cheers
From Sri Lanka, Kolonnawa
Acknowledge(0)Amend(0)
Your document was well presented. Here are some points you may wish to read further.
CHAPEL HILL, N.C., Dec. 9 /PRNewswire/ -- reports that the key to successful integration lies in implementing a comprehensive plan to address critical HR issues immediately after deal closing. Savvy companies are employing innovative approaches to ensure strong cultural integration. For example, a leading company (benchmarked by Best Practices, LLC) always plans an event involving groups from both companies before the deal is completed. This serves as an ideal opportunity to learn more about the people and cultures at both companies outside the work environment. In one instance, the human resource team planned a riverboat excursion with nearly 300 people from both companies.
The event was a success and helped set the tone for an efficient and productive integration.
To understand how some of the world's leading companies successfully manage post M&A cultural integration, Best Practices, LLC studied more than 50 top companies. Benchmarked companies include: Boeing, Cisco Systems, Citigroup, DuPont, EDS, General Electric, GlaxoSmithKline, IBM, Intel, Motorola, Novartis, and Wells Fargo.
More than 400 best practices have been highlighted in this report on Merger & Acquisition Integration Excellence, available online with a complimentary report summary at http://www3.best-in-class.com/rr636.htm.
For example, the following findings emerged from their research:
- At one company, executives have formulated a cultural survey to assess the degree of similarity of acquired organizations. Depending on the nature of the acquisition -- whether it is coexistence, assimilation, or a transformation process -- this survey identifies key parameters such as size, degree of centralization, and work habits. With this information on hand, integration managers become aware of variations and can work to clarify reasons for existing norms. Events such as issues forums build upon this input to get variations on the table and address them in a manner that is supportive of the new direction of the combined entity.
- One company developed a Culture and Communications task force that facilitated change management of the new organization, utilizing several forums to communicate the "whys" and "hows" of integration. Key issues included training, organizational development, and communications.
- To help employees cope with stress, one top company uses an employee assistance program. The human resources department highlights the signs of stress to managers. The managers can then direct stressed employees toward the program, or the employees can enroll of their own volition.
Cheers
From Sri Lanka, Kolonnawa
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