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Essay / Research Paper Abstract
A 2.5 page paper. The first topic addressed is what to do when a merger or acquisition leaves the new company with employees who do not possess the necessary skills for success. The second part of the paper discusses the need to support employees during times of significant change. Bibliography lists 4 sources.
Page Count:
2 pages (~225 words per page)
File: MM12_PGmrem.rtf
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Unformatted sample text from the term paper:
changes in the corporate culture and in the organizational structure of the new company (Mercer Human Resource Consulting, 2003). New skills may be required of employees or the employees of
one company may not have the expertise and high-quality skills of the other company (Mercer Human Resource Consulting, 2003). This is a situation that must be handled quickly and effectively
for success (Mercer Human Resource Consulting, 2003). The first place to start is to objectively appraise employee skills and then plan an employee development program to train employees to meet
the companys expected performance level (Wills, 1997). For example, one small managed care company became a very large one through acquisitions and merger but not all of the employees had
the skills required for successful performance in the new company (Wills, 1997). The company leveraged the strengths of existing employees who did have the skills by having them train those
who did not (Wills, 1997). A bank that acquired 61 new branches took the same approach (Wills, 1997). Training and development need to be offered at all levels, including
managers acquired in a merger. Explaining expectations to employees and managers sends a clear message and in fact, increases employee morale because they know what is expected and what they
must learn. On the other hand, Woolford comments a company cannot afford to keep deadbeats (2003). Managers or employees who do not improve to a satisfactory level need to
be dismissed (Woolford, 2003). No company can afford to keep poor and weak performers (Woolford, 2003). Supporting employees during significant changes is paramount if those changes, regardless of their source,
are to be successful. During mergers and acquisitions, employees of the companies involved tend to experience significant anxiety. Griffin recommends a number of actions to help and support employees through
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