{"id":5387,"date":"2024-05-31T06:21:14","date_gmt":"2024-05-31T12:21:14","guid":{"rendered":"https:\/\/sunbelt.la\/the-criticality-of-employee-communication-during-ma\/"},"modified":"2024-05-31T06:21:14","modified_gmt":"2024-05-31T12:21:14","slug":"the-criticality-of-employee-communication-during-ma","status":"publish","type":"post","link":"https:\/\/sunbelt.la\/en\/the-criticality-of-employee-communication-during-ma\/","title":{"rendered":"The Criticality of Employee Communication during M&A"},"content":{"rendered":"

The COVID-19 pandemic and market volatility may lower an organization\u2019s and individual\u2019s readiness to implement new programs, practices, or policies. For example, employees with low resiliency and readiness may not be psychologically prepared to adopt a necessary technology change and adjust how they perform their responsibilities, nor be positive participants in a merger integration process.<\/p>\n

If so, they may perceive any change negatively and avoid or resist any or all change initiatives. They may choose to fight, freeze, or flee (i.e., leave their company) without understanding or accepting why a change may be necessary.<\/p>\n

An effective employee communications process has two components \u2013 a compelling story and a robust implementation plan. The compelling story, developed collaboratively among the senior leadership team, would include anticipated organization, customer, and employee benefits and if appropriate a high-level summary of transaction and integration strategies or goals. The story might also include market factors, business drivers, and transaction strategy (ex. enter new geographical markets) and success criteria.<\/p>\n

The employee communications implementation plan should include:<\/p>\n