企业并购过程中的人力资源整合

1、企业并购过程中的人力资源整合Abstract: the integration of human resources has become an important factor affecting the success of mergers and acquisitions. The strategy of human resource integration includes two aspects: designing human resource integration strategy and implementing strategy. Effective human resou

2、rces integration strategy will become an important means to enhance the competitiveness of enterprises and achieve strategic goals.Key words: mergers and acquisitions; human resources integration; strategy design; strategy implementationIn pursuit of profit and sustainable development, mergers and a

3、cquisitions have become an important means of enterprise development both at home and abroad. The number 66% survey showed that after the merger of enterprises merger failed to achieve the expected value, the major cause of failure in the post merger integration, the merger and acquisition of enterp

4、rise human resources has become a major cause of failure of integration, human resources has become the two major mergers and acquisitions and corporate finance index. Refers to the arrangement of the overall system is carried out after the party obtains the ownership of assets, equity or control ov

5、er the operation of the other partys personnel enterprise merger human resources integration, so that after the merger of enterprises according to certain targets, principles and strategies for the organization operation. Enterprise merger and acquisition human resources integration strategy serves

6、the enterprise merger and acquisition strategy and each business strategy, in the merger and acquisition, supports each business strategy realization, is the merger and acquisition enterprise conformity strategy important component. The strategy of human resource integration includes two aspects: in

7、tegration strategy, design and implementation strategy.Human resource integration strategy designAccording to the strategic objective of enterprise merger and acquisition of enterprise human resources management and control integration mode can be divided into four categories, the first category is

8、the financial investment type, second kinds of strategic guidance, third kinds of strategic control type, fourth types of strategic management. Each type of mergers and acquisitions and integration of deepening the depth of management control of target enterprise, from easy to difficult, each kind o

9、f integration itself is not good or bad, just according to the different choices of different enterprises in different acquisitions under different incentive to make acquisitions.(I) evaluation of human resourcesThe main contents include the enterprise human resources acquired hard information and s

10、oft information, rigid information refers to all kinds of human resources policies and statistical data, survey report, involving compensation, welfare, human resources policy, personnel structure; soft information refers to the enterprise culture, politics, management style, executive personality a

11、nd the integrity of information. Soft information for the decision of enterprise merger and acquisition and integration to provide guidance information is very important, therefore should be as much as possible channels (such as customer, supplier) signed in the understanding of the merged enterpris

12、e software information before the merger agreement, if possible and the merged enterprise internal personnel in face-to-face exchanges and communication, these risks in order to reduce the software caused by incomplete information,(two) organizational design and the establishment of organizational c

13、ultureHave economies of scale and synergy in mergers and acquisitions, mergers and acquisitions often appear with mergers and acquisitions business functions overlap, the integration of human resources decision functions overlap, so enterprises involved in redesign of the organization or adjustment,

14、 and organization culture, continuation and reconstruction. M & a general program design organization according to the corporate mission, vision, goals and acquisition of competitive advantage strategy, determine the organizational structure of enterprises and key sectors to maintain the competitive

15、 advantage of enterprises and key positions, examine the enterprise organization, finally confirm the need to adjust the acquisition of the departments and posts and key.(three) staffing1. lead the team to determineThe leadership team candidate source acquisitions, corporate mergers and acquisitions

16、 and external recruitment, source of candidate enterprises can better understand the purpose of the acquisition, the acquisition plan execution support and corporate culture, the source of corporate mergers and acquisitions candidate can be more conducive to the stability and merger smoothly, unders

17、tand the political situation, the enterprise to solve the problem so, the core competence and external recruitment can make up for the establishment of new enterprises.In order to reduce the human resistance in M & A integration, in many cases, a transitional or interim position is needed in the lea

18、dership team. Under certain conditions, the source of leadership team needs to be configured according to a certain proportion of M & a enterprises.2. retention of key personnelThe retention of key personnel in merger and acquisition enterprises has become one of the important signs of integration s

19、uccess or failure. In the process of mergers and acquisitions, there are two starting points for measuring the key personnel standards. First, the degree of contribution to the core competence of M & A enterprises, and second, the extent to which they lose the degree of loss to M & a enterprises. Ke

20、y personnel in the process of mergers and acquisitions of the preparation stage or deal with the negotiation stage of corporate mergers and acquisitions staff to conduct a systematic assessment, in the evaluation indicators in addition to fitness and is suitable for vocational ability givers, also n

21、eed to assess the adaptability in the new enterprise, according to key personnel standards, determine the list of key personnel from the information in the library. In determining the list of key personnel, should communicate with the staff need to be retained as soon as possible, shows that mergers

22、 and acquisitions intention, the new enterprise development vision, and the importance of post occupation development direction, in the communication understanding they found in mergers and acquisitions in the demand (such as job security, participation, control, self-esteem, etc.) and in the condit

23、ions permit the case as far as possible to meet their needs, to sign a new labor contract with them.3. processing of redundant personnelIn the process of merger and acquisition, it is an important step to cut off and reduce redundant personnel in the process of merger and acquisition of human resour

24、ces, and it is also the most difficult link in the integration process. We should set different plans for different types or different M & a enterprises. General redundancy handler first look at the organization, functions and personnel departments with the requirements; second is to understand the

25、provincial policy relevant national laws and regulations and the relevant state, determine the diversion and resettlement program and related costs reduction standards; third recognition and reduction of shunt, and to assess the negative impact; finally, through the relevant personnel review to dete

26、rmine, specify the person responsible and prepared for work. For some state-owned enterprises in mergers and acquisitions, in the shunt and reduce redundant personnel, we should work with local governments, business executives, superiors, enterprises, trade unions, representatives of workers and oth

27、er communication to obtain their support.(four) human resource operation system;The new human resource management system should reflect the stability, continuity and incentive system based on the old, including staff recruitment and configuration management system, salary and welfare, performance an

28、d development of the management system, learning and development system. The general design is the first method to assess the differences of two enterprise human resources system and the system, followed by the understanding of employees of the old system of human resources for comments or suggestio

29、ns by mergers and acquisitions, according to the status of the development of enterprises and personnel requirements, design a new human resource management system.Implement HR Integration Strategy(1) environmental analysisThe implementation of human resources integration strategy, in addition to th

30、e complex internal and external environment of mergers and acquisitions, will face many challenges in management. All kinds of difficulties in the integration process management layer must face, the mergers and acquisitions environment has become more complex, uncertain and changeable these difficul

31、ties, the integration of human resources strategy has caused tremendous influence, for the acquisition of the implementation of personnel put forward higher requirements, so to determine the main influencing factors and challenges in the implementation of environmental assessment should be in many r

32、estrictive factors and formulate solutions in the implementation of the strategy.(two) implementing organizational work;An effective and practical M & A integration group consists of three levels: the decision Committee, the merger task force and the special task force. The decision committee focuse

33、s on the strategy and policy of integrated action, and points out the direction for integration. It should be the top management of enterprise. The working group is responsible for promoting the merger integration development, to ensure that the project management is the integration of the main acti

34、on, arranged in good order, and the working group in charge of the project responsible for the overall project (some companies called the integration manager or project manager etc.),The task force is responsible for operational operations in the reorganization or consolidation of resources, providi

35、ng business support for integration and under the leadership of the annex. The human resource integration group is a special task group identified by the enterprise resource organization.(three) propaganda and communication work;Communication strategy setting and mode mainly includes the determinati

36、on method and announced the acquisition of information and support measures to determine the acquisition information content, personnel selection and training, communication, conference held merger announced human resources conference, held a staff meeting, held one-on-one interviews with employees,

37、 merging information published on a regular basis and questionnaire. The communication work throughout the whole process of mergers and acquisitions, mergers and acquisitions in different stages and different communication object should determine the different communication contents and methods, namely, multi-level, multi angle and personalized publicity and communication. In the promotion of communication in the respect and attention of the merged enterprise staffs confidence and personality, especially with the personnel and the reduction should fully reflect their feelings, timely