The Oil & Gas industry continues to be hard hit by cutbacks. As a result, merger, acquisition, and divestiture activity is at an all-time high in the industry.
Yet, when merger and acquisition (M&A) transactions occur, HR is often the last to know. Too often, HR leaders hear about the deal on the news, and then they’re left scrambling to manage critical people risks and deal with HR transformation challenges after the fact. As you can probably guess, this is a recipe for disaster.
When your company is in the midst of an M&A transaction, the human capital component has proved, time and time again, to be the best indicator of future success—or failure. Effective workforce planning is a must.
"People risks in M&A transactions can damage employee and business integrations, culture and communications, which can destroy deals and value.” – Mercer’s People Risks in M&A.
Your deal synergy—and value—is at stake. Are you prepared to help your energy company succeed?
HR’s role in a merger and acquisition includes managing talent issues—including organization design, integration strategy, compensation treatment, change management—all of which requires proper time and attention. HR needs to be at the table early and equipped to execute complex integration plans. There’s no doubt about it: HR in oil & gas needs to be prepared for, and involved with, future deals.
In this whitepaper, Inorganic Transformation, you’ll learn how to boost M&A transaction success and create real value through the effective management of human capital issues prior to, during, and after a merger, acquisition, or divestiture.
The Whitepaper Outlines:
- Critical HR transformation issues
- Keys to M&A transaction success
- The importance of integration planning and support
How you respond can make or break the deal.
Don’t wait until it’s too late—learn how to manage people risks in M&A transactions to ensure long-term deal success by downloading this whitepaper.
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