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MA Toolkit for HR 06/04/08 Overview of MA Toolkit Audience HRBPs and COEs involved on a Merger/Acquisition Team Purpose Provide a framework of the phases in a typical MA Identify HR’s role in a typical MA Provide core HR tools that can be used in a typical MA Contents Toolkit: high-level context on MA projects and HR’s role, tools such as project plans, checklists, assessments/evaluations Supporting Materials: training, sample completed tools, communication, additional resources and information MA Phases MA Phases MA Phases Sample ToolsDefining the End State Sample ToolsWhat to Look for in Due Diligence What to get Census info Benefits plans (e.g., Defined contribution, Defined benefit, Health Wellness benefits, Disability) Compensation plans (including exec plans, stock, severance) Employment agreements Union Contracts Org Structure (e.g., org design, headcount, mgmt layers, centralized/decentralized, staff/line ratios) HR Compliance risks Pending employment lawsuits Turnover Open requisitions HR technology systems HR contracts/vendor obligations HR Policies Leadership/Mgmt practices Values Sample ToolsHR Due Diligence Information Request Sample ToolsHR Due Diligence Assessment Sample ToolsHR Due Diligence Summary Report Sample ToolsHR Due Diligence Update DiscussionWhat’s Our Goal? * Step 3: Integration Planning Step 4: Implementation Step 5: Post-Deal Step 1: Pre-Deal Step 2: Due Diligence Pre-combination HR is on the M/A Deal Team Each step is a new level of commitment towards the deal and requires more information and analyses Pre-Deal: Identify the strategy driving the M/A, locate and select targets, determine potential business opportunity, define critical success factors, and notify target of intent HR’s role: educate team on HR implications, conduct high-level analysis of people, org, culture fit based on available information, identify people-related issues, plan for due diligence Due Diligence: collect and analyze information from
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