Attracting and retaining employees for the takeover

Almost all M&A processes lead to unrest: fluctuation increases, identification decreases. But there is another way.
If companies are perceived as a reliable employer even after a change of ownership, there is usually a clear strategy behind it – which goes beyond looking at the figures.

What goes right in such cases?
✔️ Managers are involved at an early stage and used as bridge builders
✔️ The corporate values are consciously communicated – both internally and externally. And, above all, lived consistently.
✔️ Employees sense that the new owner is aware of them and regards them as a success factor.

What often happens instead:
❌ Too little and unplanned communication fuels rumors
❌ Changes to structures and processes that are incomprehensible to the team
❌Employees are unsettled and take this uncertainty outside the company

“If you take people with you from the start, you don’t have to run after them. Takeovers are really successful when building trust is part of the strategy”
says Susanne Koerber-Wilhelm, MBA, communications expert.

In your experience, what is the best way to build trust after the takeover?

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