In this M&A Readiness podcast, Mercer HR Operations and Technology expert Elizabeth Bryant joins Jeff Cox to discuss why HR readiness is critical for driving the value of a deal, cautioning that a new company can suffer from Day One in the absence of integrated HR technologies.
Jeff Cox, Global M&A Transaction Services Leader
Elizabeth Bryant, HR Operations and Technology Expert
Elizabeth identifies three key areas that organizations must focus on within human resource management to maximize the value of the deal.
- HR Functions Strategy and Operating Model: This is based on understanding and defining what your HR function is going to do, and how it’s going to do it.
- HR Technology: The need for new technology, or a technology integration strategy, may be clear from the outset. While payroll may be the most urgent factor, it’s certainly not the only one. Recruiting, onboarding, and employee self-service are all important to the new company’s “Day One” readiness.
- HR Talent: Who is going to run HR for the new company? This can be a complex question. A merger of equals may need to rethink the HR capabilities required for the newly combined function, while a spin-off may mean a total absence of an HR leader or staff.
How much time do companies going through a transaction need to select and implement a new HR technology vendor?
“In a non-M&A environment, a traditional vendor assessment selection may take three to six months or even more,” says Elizabeth. “But with the compressed timeframes of today’s market, we utilize a rapid methodology approach.” That fast-track approach, which relies on the expertise of subject matter experts, can suit timeframes as compressed as four to five weeks, plus an additional two to three weeks for contracting with the vendor.
“Regardless of how much time you have to work with, the time to start looking at HR technology requirements is now,” Elizabeth emphasizes.