Companies are undergoing dramatic shifts to allow for greater globalisation and to take advantage of fading boundaries. However, it is a well-documented and surprising fact that 8 out of 10 corporate transactions fail, and most of the anticipated benefits of corporate transactions never materialise. Ever wonder why? More often than not, the dealmakers failed to pay sufficient attention to the human side of the transaction equation. The fact is that people issues must be assessed at every step of the transaction, from strategy development through due diligence, and ultimately post-integration. Only by making sound cultural risk assessments, choosing financially effective programme changes, and harmonising HR with the business goals can the full value of the transaction be achieved. Unfortunately, simply discharging your financial, legal, and operational due diligence responsibilities is not good enough. The wisest course of action would be to carefully assess all human capital-related matters far in advance of the deal signing. But most corporate HR functions are ill-equipped to deal with the breadth of issues cropping up during a deal—everything from analysing corporate cultures to developing a plan for reshaping the employee cost base.
If this is your situation:
- Your organisation is going through a transaction or a period of change that is having a major impact on employees.
- Employees and/or the management team are not meeting their objectives and this is having an impact on business performance.
- You are under pressure to improve HR services while also enhancing effectiveness.
- You want to provide shareholders and stakeholders with human capital and HR function comparative data to demonstrate the impact of HR strategy on business performance.
- You want to identify a path to best practice with long- and short-term HR priorities.
How PwC can help you
At PricewaterhouseCoopers (PwC), we bridge the gap between your HR function and transaction team. Our human resources professionals combine decades of experience in human capital strategy, design, compliance, and communication. Their knowledge can help overcome the countless HR development, implementation, and communication obstacles that arise before, during, and after your deal closes. They’ll scope out the people-related implications of your deal and put the necessary people, processes, and technology in place to manage new HR programs. And they’ll ensure a smooth transition to revised equity, compensation, retirement, and health and welfare packages. If fact, they’ll be with you throughout every step of the deal, from pre-bid through post-acquisition. If you want to realize the full value of your deal, start by unlocking the power of your most valuable asset. Call us—we’ll show you how.
