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
2From India, Mumbai
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.
Forexample, 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
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.
Forexample, 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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