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(212) 758-3000 |
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(212) 832-1040 |
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hrdptgt@gmail.com |
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Human Resource Audit
Problem: When a merger or acquisition doesn't produce the sought-after results, people issues are most often at cause.
Management must spend the time and energy to learn about the human resource component of the target company prior to the acquisition. Otherwise, key people may leave in the face of uncertainty and turmoil. Clashing corporate values and cultures may cause distrust and rivalry among the organizations. The right people may simply end up in the wrong positions. Companies often neglect to evaluate the one resource which more than any other affects their position - their human resources.
The Proven Solution: The Human Resource Audit (HRA), a program designed to assess, evaluate and understand the people, the structure and the philosophy that drive an organization. This should be as important as the evaluation of a company's products, market share and bottom line.
By conducting an HRA before the fact, the acquiring company can evaluate the human resources of a potential acquisition. These are the people who are the molders of the business, the people who can spell future success or failure.
The HRA can identify key players - their strengths, their weaknesses. It can tell how and where they will best function in the new entity, who among these key players is the most valuable and who is the most vulnerable.
The questions are many. The acquisition audit helps answer them. It provides a tool to better manage the acquisition process. It opens the door to the possibility that this is an acquisition that should be reevaluated or perhaps not made at all.
Result: By assessing and evaluating the resource that may impact the outcome of an acquisition more than any other, decisions can be made from a new and informed perspective.
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Human Resource Audit
