Overview
Course duration: 2 days.
Ensure HR is a Strategic Player in the M&A process!
The deal market is as volatile as the economy. Whilst domestic M&A activity is down, global deals have seen a 10% increase. Organisations are using M&A to address the fundamental challenge of how to find additional growth. The role of HR in M&As is more important than ever. They must deliver the value of the deal and in an even shorter time frame.
With 41% of companies expecting to make an acquisition within the next 12 months it is important HR prepare themselves. The responsibility of the HR function is no longer just at the integration phase. HR now need to step up as a strategic player and advise on all human capital impacts.
Day one of the conference will firstly examine the pre-deal phase. This will provide a commercial perspective and explore the integral role HR should play at this time.
There is a clear correlation between the success of the deal and HR’s involvement at the early stages of a deal: Towers Watson research suggests that in 56% of successful deals HR were involved in due diligence, compared to just 29% of unsuccessful deals.
Day two will give insights from HR practitioners with practical experience of the integration process. At this stage of the process it really is up to HR to make the deal work and deliver the value of the deal.
This course is run in partnership with JSB.
Is it right for me?
This conference is suitable for anyone who will form part of a deal team plus HR professionals seeking to build a business case for greater involvement in M&A processes. The conferenece attracts delegates from a range of job roles and typically includes Directors, HR Directors, HR Managers, HR Policy Advisors, Remuneration Managers, Employee Relations Managers, Communication Managers and Operations Directors.
What will I learn?
By the end of this conference , you will be able to:
- Discover how HR can influence the due diligence process
- Explore strategies for integration prior to deal day
- Understand how the HR function can support organisational growth
- Learn tactics for avoiding culture clash and aligning business culture
- Hear from Everything Everywhere on one of the biggest and most significant mergers of 2011
- Access research conducted by the Institute for Employment Studies on International HR
- Discover the role you should be playing in due diligence
- Learn best practice approaches for long-term integration
What will it cover?
Day 1 - Becoming deal ready
Different types of M&A deals
David Furniss, Director Strategy & Operations, BT
- What is M&A?
- Why do firm&rsquos;s undertake M&A?
- Significance for UK firms
- Acquirer vs. target
- Big vs. small deal
- One-off vs. growth strategy
Examining the challenges of growth by acquisition
Nalin Miglani, Chief HR and Communication Officer, Tata Beverages
- Buidling a HR function to support the business strategy
- Changing the perception of the HR function to become a strategic player
- Impact on HR of instant growth
Overcoming the challenges of an international deal
Peter Reilly, Director, HR Research & Consultancy, Institute for Employment Studies
- The role HR can play
- Identifying targets for acquisition
- Undertaking a cultural audit
- Gathering information - what and how to get it
- How do you build expertise
Due diligence - the commercial / financial perspective
- The due diligence process
- What do the board expect of the HR function
- Examining the expected value of the new business
- Collaborating with finance, legal and other business units
Due diligence - the HR perspective
Meena Anand, M&A HR, Country Integration Head,Standard Chartered Bank
- Best practice from a practitioners point of view
- How to gather the right information
- What does it mean?
- How to present findings to the board
The employment law challenges of an M&A deal
Jonathan Hearn, Partner, DLA Piper
- What TUPE law will be triggered?
- Will there need to be redundancies?
- Planning the process of a TUPE transfer of staff in an acquisition
- Tactics for varying employment contracts after a TUPE transfer
- The practical challenges of making a redundancies post transfer
Integration - preparing for deal day and beyond
Tom Nicholls, Group HR Director, L&Q Housing
- What can be done prior to deal day to make the integration phase run smoothly?
- How can this increase enable the organisation to realise the deal value?
- Communicating the newemployer brand to employees
- Becoming deal ready
Day 2 - Delivering sustained value post deal
Key players in a M&A deal - the deal and integration team
- Who are the key players – what do they need from HR?
- How can HR become a strategic player?
- When should they become involved?
- Why should they?
Day one - now the work begins
Rob Barnard, Interim People Director, Telecommunications Industry
- Making the most of day one – a one off opportunity to set the direction
- What you do on day two – focusing the management team
- So what is the plan? – developing the operational strategy
- Engaging the workforce – building momentum for change
Engaging critical talent to meet changing business needs
Angela Adimora, Human Resource Director EMEA, Pearson Vue
- Retaining your talent in times of uncertainty
- Putting your people at the heart of the deal
- Involve, engage and empower employees at every level
- Building a talent management strategy to enhance business continuity and lay the groundwork for a high performance culture in the new organisation
Aligning business culture
Peter Baynham, Partner, Global M&A Consulting Services, Mercer
- Working with culture not against it
- Build a new cultural brand to support your strategies
- Link cultural issues to business value
Pay and benefits
- Developing a pay and benefit strategy to support both organisations
- Aligning reward with the future business strategy
- When and how to harmonise
Achieving cost saving with HR shared services
David Billingham, Human Resources Director, Serco
- Service design and implementation
- Restructuring the HR service
- Reducing costs and avoiding duplication of effort
- Sharing best practice in business and HR processes
The long-term outlook
- Tackling the organisational aftershocks associated with post-merger integration
- Formulating the structure that will deliver the synergy targets