Whether you work with the acquiring company or the organization being acquired, integrating two corporate cultures post merger can be a nightmare. Picture the one company being highly detailed oriented, very policy and procedures driven, with a centralized chain of command. Now picture the other company, where decisions are based on employee input, everyone has direct access to the president, the processes and procedures are informal.
The outcome of this type of merger? Employees at all levels of the newly merged organization will be experiencing a big challenge in assimilating. This presents the merging Training & Development teams with the opportunity to combine resources, help to manage the integration process, and hopefully soften the blow that productivity and customer service levels may experience.
Put the T&D Department in Order
A place for every one and everyone in their place! Change Management must start with the Training Department. As T&D probably will be responsible for leading the change at all other levels in the organization, we need to be at the front of the line in managing the changes that will come when T&D teams merge.
One of the first issues that the newly formed T&D department needs to address will be how both T&D teams will fit under the new organizational chart, which team members will assume which responsibilities, and how they can all operate as a team.
Next, the newly formed T&D department should probably assess the existing operational plans and/or curriculums that both companies brought to the table so the new department can determine which courses and offerings to continue as is, which to merge or revise, and which ones to eliminate altogether. For example: Does one company use a Learning Management System while the other still employs manual records? Do customer service courses complement or crash with each other? Which best practices will be adopted and from which company?
Helping the Organization
Once T&D’s house has been put in order, it can turn its attention to helping the organization. While it is common at this stage of the merger that the movers and shakers have probably already addressed managerial needs, it is not unrealistic for middle and upper management to be the ones needing the most help with the cultural assimilation. This is because they probably hold the highest level of responsibility in meeting expectations and demands from managing directors and above. Helping to identify and integrate managerial styles is key to the success of any merger. We are seeing an increased need for executive and managerial coaching in areas like the Myers-Briggs Type Indicator, DISC, Strategic Planning, Project Management, and Performance Scorecarding; areas where the T&D department can offer assistance to its management group.
Finally, it should not come as a surprise that some associates may find themselves without a job in the newly merged corporation. Many organizations have adopted the practice of offering Resume Writing Skills workshops, techniques for successful job interviews, and other similar processes to help people manage the sense of identity crisis they experience when they are “no longer needed.” This is a role that perhaps the newly defined T&D department can fill.
So, tell us…what is your experience with Mergers & Acquisitions and the way it impacts training? How has your training role evolved as a result of a merger? What best practices have you put in place to assist the organization as well as the individual associates who have been impacted? Based on your comments we can expand on any specific angles you wish to.
I look forward to hearing from you and sharing your experiences with our readers.
José
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