M&A transaction: “Company sold – goodbye individual performance.”

This is how one HR manager soberly described the situation following the integration of her manufacturing company. Within the first 12 months, both sickness and resignation rates had risen by more than 50% among long-standing employees. This was particularly painful in the directly value-adding areas.

❓ What happened?
The integration measures presented at the staff meeting when the takeover took place were not implemented.
Managers were not or barely approachable – either on site or digitally.
Employees were ignored and were not given the appropriate training to do their new job.
Employee frustration increased. There was no response to personal input, requests, despair and sick notes. Performance dropped immeasurably and productivity plummeted by around 35%.

💡 Tip:
How can this be avoided?
“HR and culture should be on the table at an early stage – not just after the deal. Because only if managers are approachable as bridge builders at an early stage and employees are really heard can trust and orientation be created through transparent communication and equality, and individual performance can be maintained,” says Stefanie Hadersdorfer, who deals with the topic as part of her active M&A consulting activities and academic work.
How do you manage to bring together not only structures but also motivation in M&A processes?
Feel free to comment or ask questions – we are happy to exchange ideas!

omegaconsulting GmbH – The value of people in M&A
The deal starts with facts and figures – success depends on PEOPLE!