Many oil and gas organizations have recently undergone significant inorganic transformative events such as mergers, acquisitions, bankruptcies, joint ventures and divestitures. Across the board, the human capital component of a transaction has proved to be a leading success indicator — and the leading reason for failure. While most companies say they realize that managing talent issues and HR involvement starting at due diligence are vitally important to the long-term success of a transaction and the enterprise, many do not provide adequate time and attention to these aspects.
"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 Transactions
Mercer Energy’s latest thought paper, Inorganic Transformation – part of the Platform for Performance series – details how HR can effectively prepare for M&A activity and outlines the keys to a successful talent management strategy.
With M&A activity at near-record levels and expected to only increase, now is the time for HR to reassert itself with business leaders and guide workforce planning for future deals.
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