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Hi {{first_name}},
As you know, our company is currently undergoing the transition for a [MERGER/ACQUISITION] with [COMPANY]. As part of this process, there may be employee exits, both voluntary and involuntary.
There needs to be a careful balance to retain high-performers if we are reducing the workforce. The process of executing involuntary exits during a merger or acquisition is a delicate one. There are compliance regulations companies need to follow on local, state, and federal levels. We will make sure managers are properly trained on the protocols.
The goal is to plan ahead and maintain respect and dignity for all employees, whether they're staying or leaving.
To retain and mitigate a potential high exit rate of key performers:
- Engage Stay Interviews and solicit feedback. Involve them in decision-making where possible.
- Know about the retention bonuses or other incentives that can be offered.
- Keep communication open and flowing -- keep your employees engaged.
Supporting Involuntary Exits (Layoffs):
- Plan ahead: Severance packages, outplacement services, and answers to questions employees are likely to have.
- Be Compassionate: Offer to write a recommendation. Thank them for their time and hard work.
- Be transparent: Be as clear as possible about the necessity behind these decisions.
Please refer to our M&A Playbook Chapter 5: Managing M&A Employee Transitions for more.
We want to express our sincere gratitude again for your dedication and leadership during these challenging times. Please reach out to us if you have any questions or concerns about navigating these transitions.
Thank you,
People Team
Hi {{first_name}},
As you know, our company is currently undergoing the transition for a [MERGER/ACQUISITION] with [COMPANY]. As part of this process, there may be employee exits, both voluntary and involuntary.
There needs to be a careful balance to retain high-performers if we are reducing the workforce. The process of executing involuntary exits during a merger or acquisition is a delicate one. There are compliance regulations companies need to follow on local, state, and federal levels. We will make sure managers are properly trained on the protocols.
The goal is to plan ahead and maintain respect and dignity for all employees, whether they're staying or leaving.
To retain and mitigate a potential high exit rate of key performers:
- Engage Stay Interviews and solicit feedback. Involve them in decision-making where possible.
- Know about the retention bonuses or other incentives that can be offered.
- Keep communication open and flowing -- keep your employees engaged.
Supporting Involuntary Exits (Layoffs):
- Plan ahead: Severance packages, outplacement services, and answers to questions employees are likely to have.
- Be Compassionate: Offer to write a recommendation, thank them for their time and hard work.
- Be transparent: Be as clear as possible about the necessity behind these decisions.
Please refer to our M&A Playbook Chapter 5: Managing M&A Employee Transitions for more.
We want to express our sincere gratitude again for your dedication and leadership during these challenging times. Please reach out to us if you have any questions or concerns about navigating these transitions.
Thank you,
People Team
Hi {{first_name}},
As you know, our company is currently undergoing the transition for a [MERGER/ACQUISITION] with [COMPANY]. As part of this process, there may be employee exits, both voluntary and involuntary.
The goal is to plan ahead and maintain respect and dignity for all employees, whether they're staying or leaving.
To retain and mitigate a potential high exit rate of key performers:
- Engage Stay Interviews, Solicit feedback, Involve in decision-making where possible.
- Know about the retention bonuses or other incentives on offer.
- Keep communication open and flowing.
Supporting Involuntary Exits (Layoffs):
- Plan ahead: Severance packages, outplacement services, and answers to questions employees are likely to have.
- Be Compassionate: Offer to write a recommendation. Thank them for their time and hard work.
- Be transparent: Be as clear as possible about the necessity behind these decisions.
- We will make sure managers are properly trained on the protocols of executing involuntary exits.
Please refer to our M&A Playbook Chapter 5 for more.
We want to express our sincere gratitude again for your dedication and leadership during these challenging times. Please reach out to us if you have any questions or concerns about navigating these transitions.
People Team
How to manage employee transitions during mergers and acquisitions
The transition stage for employees can be overwhelming. Inevitably, there will be employee exits, both voluntary and involuntary. Studies suggest that during a merger or acquisition, there is as much as 30% of overlap in employees in a same-industry deal. During the due diligence phase of the process, advisors determine the value of expanding teams with redundant roles versus relocating, reassigning, or terminating some positions.
There needs to be a careful balance to retain high-performers when reducing the workforce. Employee loss can have a detrimental effect on the value of the deal and needs to be managed carefully.
The process of executing involuntary exits during a merger or acquisition is a delicate one. There are compliance regulations companies need to follow on local, state, and federal levels. It’s critical that managers are properly trained and supported during employee transitions.
The goal is to plan ahead and maintain respect and dignity for all employees, whether they're staying or leaving.
Inspiration from other companies
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