Beyond the Deal: Opportunities with Cultural Integration
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What are some things to do in the first 60 days to show employees that a merger is not just a business deal, but an exciting opportunity for personal growth and connection?
– Networking events for the employees to learn more about the acquiring company.
– Provide opportunities for the employees to ask the new management questions.
– Acquiring company shares future plans with the employees to boost their morale.
– Make the employees feel inclusive.We have kicked off series of calls (due to the fact that we need to deal with many locations in different time zones so it would be difficult in person), called “cultural circles” where employees can propose the topic they would like to elaborate and present to others, e.g. cooking, travel, etc. Then, limited number of people interested in the topic can sign in and have a discussion. That’s a good way to make more informal interaction across much bigger company.
From my point of view it is important to provide clarity and transparency. We are always providing the possibility to ask questions, the top management will be there for a welcome event and we distribute newsletters on a regular basis. On top we also try to run employee surveys per quarter to get a feeling of the mood and sentiment.
I believe it starts before the deal by communicating regularly to employees about the offers; otherwise, they will feel left behind and ultimately will be demoted.
Cultural alignment workshops are great for fostering understanding, but integrating teams through cross-functional projects can also help break down silos and build trust.
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