From jobs to superjobs: HR M&A edition

Posted by Tom Joseph, Ed Alexander, and Kyle Forrest on March 19, 2020.

Our colleagues Art Mazor and Kathi Enderes have previously shared ways to reimagine how work gets done to not only help make jobs more productive, but more meaningful—changing them from jobs to superjobs. Art and Kathi not only shared why this is happening, but also discussed how organizations can reimagine work and compose superjobs.

Stay connected.Follow us @Deloitte HCIf you’ve worked on an M&A transaction in the past decade, you’ve
likely joined the team fresh from experiencing the latest in consumer or
enterprise technology and then felt like you went through a time warp to working
from spreadsheets, Word docs, and mail merges.

Fortunately for M&A professionals, there has been tremendous
innovation on specific M&A use cases in the past few years. Whether you
work in business and corporate development, procurement, IT, finance, or HR,
there are now products
and tools which can help you reimagine work and make the jump from job to
superjob.

Today, we’re going to explore three specific examples that
organizations can consider in advance of their next M&A transaction.

Project management

The typical job of a functional project manager remains the same—manage
a project plan, track status, resolve issues and risks, and make decisions.
What doesn’t have to remain the same is the amount of manual effort it takes to
do those activities.

Instead of compiling updates and managing version control of a
spreadsheet, project plan, weekly status document, or RAID log, project
managers now have a wealth of tools at their hands that can deliver automated
notifications to owners of action items; enable real-time collaboration on
project plans, status reports, and RAID logs; and deliver more analytics in
support of project status.

M&A professionals should explore the collaboration tools available
within their enterprise software landscape as a starting point, or look into more
advanced tools, such as M&A
Central or other solutions.

Mapping, leveling, and organization design

One of the most labor-intensive activities in an M&A tends to be
the mapping and leveling of acquired employees onto the buyer’s compensation
hierarchy, then going through the organization design process to integrate the
two organizations.

Manual data entry errors and version control issues can increase the
stress level of professionals responsible for guiding the organization through
a sensitive activity.

Taking advantage of natural language processing, machine learning, and
data visualization, companies now have the opportunity to use tools such as CognitivePersonnel, OrgVue, Saba Organizational Planning, and others to
help minimize the risk of manual data entry and version control issues by loading
data straight from your HR system of record into a tool that can help accelerate
the mapping, leveling, and organization design process.

Employee onboarding

Another set of time- and labor-intensive M&A activities involve the
end-to-end employee onboarding process, starting with the deal being announced
through legal close and subsequent integration.

Traditionally, the M&A team responsible for onboarding and change management
creates multiple communications to the acquired manager and employee group
about all of the various changes which will occur via integration, then follows
up and makes sure activities are accomplished by the correct date, such as
signing offer letters.

While M&A teams in recent years have been able to take advantage of
tools like DocuSign or AdobeSign, for example, to track the offer letter
completion rate and support e-signing, newer tools like ConnectMe deliver a single employee portal that can serve as
both a communications channel and a dynamic onboarding checklist, all adaptable
to deliver a curated experience based on different employee types or
geographies.

Culture, employee experience, and change management

The final areas to explore today are culture, employee
experience, and change management—elements
of a transaction which have long been known to be critical in the success or
failure of an organization achieving deal value.

Previously, much of this work was done via “hunches” or
“hypotheses” based on publicly available information or findings via interviews
or focus groups.

Now there are tools like ChangeScout, which can use data to track targeted change
actions across a defined set of stakeholder groups; CulturePath, which delivers quantitative insights into the
cultural differences between organizations; and Adaptable
Organization Network Analysis tools, which
my colleagues recently explored and which can help provide insight into the
real networks and communities within an organization delivered as input into
the culture, change management, and retention strategies.

Making the move from jobs to superjobs

Whether you are in the beginning, middle, or end of a deal, it is never too late to begin to explore how your organization can take advantage of the cognitive tools and capabilities in the market that are designed to help M&A professionals looking to make the leap from job to superjob.

Tom Joseph is a principal with Deloitte Consulting LLP and has more than 19 years of M&A consulting experience. He works closely to plan integration strategies, plan for an issue-free day one, manage enterprise-wide organization readiness, and design the cross-functional integration program.Ed Alexander is a managing director in Deloitte Consulting LLP’s Human Capital M&A practice. He has more than 15 years of consulting experience focused on human capital M&A, HR operations, change management, and employee benefits. He has successfully led HR M&A activities at organizations with 200 to 100,000 employees. Ed focuses on HR M&A strategy, detailed functional day-one planning, HR technology, and change management strategies. Kyle Forrest is a senior manager with Deloitte Consulting LLP and has more than 11 years of HR and M&A consulting experience. He works across the M&A deal life cycle, collaborating with clients on integration and divestiture strategy and execution and helping HR organizations prepare for and scale for growth.   Certain services may not be available to attest clients under the rules and regulations of public accounting.
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Date/time: 19th March 2020, 21:03

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Talent Scout, Human Resource Management, Talent Management , Learning & Development, Organisational Development, Change Management, Psychology, Neuropsychology.

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