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





    Buyers and sellers are navigating new complexities, including
    entering new geographies, exiting longstanding business units
    and taking on new risks/liabilities.




The top five people issues identified (in rank order)


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

Related research

Flight risk in M&A: the art and science of retaining 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


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Flight risk in M&A

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Mercer's research report, People Risks in M&A Transactions

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