The report introduces a best-in-class retention framework, Mercer’s M&A Retention Playbook™, for structuring financial incentives that are time-sensitive, market-competitive and aligned with business objectives.
Adoption of this framework will arm you with a comprehensive, repeatable process that will drive operational certainty with engaged and focused talent post-close.
Download the playbook
* for best results, print on tabloid paper
Buyers have the opportunity to manage the people spend with the same
discipline and rigor as other capital investments (property, plant,
equipment, R&D, M&A, among others).
Engaging and leveraging key executives/employees post-closing to
create value out of the deal is as critical as retaining them pre-closing and
right after closing.
Managing people risks such as key employee retention, cultural and
organizational fit and leadership assessment, inherent in all types of M&A
transactions is of paramount importance in achieving the desired deal
value.
Buyers and sellers are navigating new complexities, including
entering new geographies, exiting longstanding business units
and taking on new risks/liabilities.
Employee retention
Cultural and organizational fit/integration
Leadership team (determining the quality of the management team/executives for the new company)
Compensation and benefit levels (market pay concerns)
Talent availability and identifying, assessing, and placing talent
"If my HR leader wants a seat at the table, they better come prepared with a comprehensive process to manage the retention discussion from start to finish with my business leaders."
– CEO, Fortune 500 company
Mercer's research report, People Risks in M&A Transactions
Africa