Mergers and acquisitions are both aspects of strategic management, corporate finance and management dealing with the buying, selling, dividing and combining of different companies and similar entities that can help an enterprise grow rapidly in its sector or location of origin, or a new field or new location, without creating a subsidiary, other child entity or using a joint venture. M&A can be defined as a type of restructuring in that they result in some entity reorganization with the aim to provide growth or positive value. Consolidation of an industry or sector occurs when widespread M&A activity concentrates the resources of many small companies into a few larger ones, such as occurred with the automotive industry between 1910 and 1940. The distinction between a "merger" and an "acquisition" has become increasingly blurred in various respects (particularly in terms of the ultimate economic outcome), although it has not completely disappeared in all situations. From a legal point of view, a merger is a legal consolidation of two companies into one entity, whereas an acquisition occurs when one company takes over another and completely establishes itself as the new owner (in which case the target company still exists as an independent legal entity controlled by the acquirer). Either structure can result in the economic and financial consolidation of the two entities. In practice, a deal that is a merger for legal purposes may be euphemistically called a "merger of equals" if both CEOs agree that joining together is in the best interest of both of their companies, while when the deal is unfriendly (that is, when the management of the target company opposes the deal) it is almost always regarded as an "acquisition". Change management is an important component of talent management, and materially contributes to the success of M&A integration. Talent Management System (TMS)
Success with mergers, acquisitions, divestitures, integration (MADI), including M&A due diligence, requires the design and execution of a customized MADI Plan to ensure achievement of business outcomes, and optimal integration and alignment of the organization’s talent and cultures. A sample framework for M&A, and M&A integration (including talent, process, technology, and execution tools) is presented and discussed herein. Actual approach, techniques, tools, and resources remain to be determined based on business needs, industry practices, geographical practices, organizational preferences, etc.
Post Merger Integration PowerPoint Presentation Slides SlideTeam
Struggling hard to create a presentation on post-merger integration within a limited duration? Not sure how to start the presentation? Do not panic! SlideTeam has come up with content ready post-merger integration PowerPoint presentation slides. A researcher from top firms have researched the content of the deck, and our PowerPoint designers have turned it into an impactful presentation. This editable post-merger integration PPT presentation covers creative slide on a variously related topic such as post-merger integration challenges, post-merger integration and curves out, post-merger integration principles, post-merger cultural differences, merger integration framework, and about our company. Keeping customer needs in mind, we have provided additional slides such as meet our team, financial, comparison, swot, our target, location, silhouettes, stacked area clustered column, column chart and thank you slide. Our graphics designers have used creative graphics of puzzles, circular flower, Gantt chart, circles, and arrows and ribbon to prepare these PMI presentation slides. Now, impress your audience and leave a remarkable impact on them with this fantastic PMI PPT presentation.Enable folks to breathe cleaner air with our Post Merger Integration PowerPoint Presentation Slides. Identify harmful emissions.
The document discusses various topics related to mergers and acquisitions (M&A), including M&A strategy development, the acquisition process, integration phases, due diligence, portfolio/program/project management, and post-merger integration (PMI) capabilities. It provides frameworks, checklists, and outlines key elements of M&A strategy, deal execution, integration planning, and value capture through successful post-acquisition integration.
Strategic Planning Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Strategic Planning Toolkit was created by ex-McKinsey, Deloitte and BCG Strategy Consultants, after more than 2,000 hours of work. It is considered the world's best & most comprehensive Strategic Planning Toolkit. It includes all the Frameworks, Analysis Tools & Document Templates required to improve your Strategic Planning capability, and become the subject matter expert of your organization. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
M&A success: Using an integration playbook to make your deal workGrant Thornton LLP
The document discusses how using an integration playbook can help mergers and acquisitions succeed where often they fail. It notes that only about 50% of M&A deals achieve their financial goals. An integration playbook establishes a repeatable process for integrating acquisitions based on past lessons learned. It identifies key risks to address such as retaining employees, aligning cultures, and realizing synergies. Having an experienced leader execute the playbook with input from past deals can help mergers integrate functions smoothly and achieve their strategic objectives.
Post Merger Integration Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 2000 hours of work. It is considered the world's best & most comprehensive Post Merger Integration Toolkit. It includes all the Frameworks, Tools & Templates required to increase the value creation of your Mergers & Acquisitions. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
Project Management Overall Approach created by ex-McKinsey, Deloitte & BCG Consultants specialized in Project Management. Powerpoint version Downloadable at www.slidebooks.com.
Business & consulting toolkits free sample in powerpointDonald Gest
The document advertises business and consulting toolkits created by former consultants from McKinsey, Deloitte, and BCG. It claims the toolkits save thousands of hours of work and allow users to learn best practices from top companies. The toolkits cover various topics like corporate strategy, finance, marketing, and more. Users can access templates, frameworks, and other tools typically used by consultants. The document promotes the toolkits as a cheaper alternative to hiring consultants directly.
High-Impact HR: Building a Business-Driven HR OrganizationJosh Bersin
This presentation summarizes some of Bersin by Deloitte's latest High-Impact HR research, focused on helping organizations restructure and redesign their HR organization (and the team) in a new way. Our research shows that a new model is needed - one led by specialization, business-oriented HR leaders embedded in the business, and what we call "networks of expertise" to replace the "centers of expertise" typically considered. All this, combined with self-service technology and easy to use service delivery focuses on empowering HR to be "management focused," leverage data, and support the business in new ways.
New skills and capabilities of HR are briefly included.
This document provides a framework for digital planning and business strategy. It outlines a process for companies to plan digital strategies and tactics periodically. The framework involves gathering internal and external inputs, determining organizational direction, and developing functional strategies. Inputs come from analyzing the competitive landscape, market conditions, customer data, and organizational metrics. Management provides strategic direction and oversight. Functional teams then create specific, measurable strategies and roadmaps aligned with corporate goals.
This document provides an overview and history of Korn/Ferry International, a global executive search and talent management firm. It discusses how the company was founded in 1969 by Lester Korn and Richard Ferry with a vision of becoming the premier global executive search firm. Over 40 years later, Korn/Ferry International has grown to be a leader in the industry and has expanded its services beyond executive search to include leadership and talent consulting to help clients attract, develop, retain and sustain their workforces. The company's success is built on its talented workforce and proprietary tools that bring art and science together in its talent management solutions.
This Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants after more than 4,000 hours of work. It summarizes our combined 100+ years of experience advising executive teams around the world. And it includes all the Frameworks, Best Practices & Templates required to successfully implement an operating model and organization design initiative, and make your strategy happen.
This Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.domontconsulting.com
The Operating Model and Organization Design Toolkit includes frameworks, tools, templates, tutorials, real-life examples, video training, and best practices to help you:
-Make your strategy happen and boost your company’s performance
Successfully implement an operating model and organization design initiative with our simple and comprehensive 7-phase approach
-(I) Carry out your business case for change: (1) Situation, key challenge and proposed solution, (2) Project objectives and key performance indicators (KPIs), (3) Project scope, approach and team, (4) Key activities and deliverables, (5) Strategic alignment, (6) Value: project initial investment, project costs, additional revenue generated, cost savings, cash flows and net present value, (7) Ease of implementation
-(II) Define your operating model and organization design: (1) Capability management, (2) Structure and governance, (3) Culture, (4) Talent management, (5) Processes, (6) Technology, (6) Culture
-(III) List your potential initiatives for each pillar
-(IV) Create your business cases and financial models to assess potential initiatives
-(V) Prioritize, plan and implement your projects: (1) Project prioritization, (2) Business roadmap, (3) Governance, (4) Dashboards, (5) Project implementation: agile methodology, design thinking and traditional methodology, (6) Continuous improvement (7) Post projects evaluation and lessons learnt, (8) Post program evaluation and lessons learnt
-(VI) Define and implement your change management strategy and internal communication strategy: (1) Change management strategy, (2) Change management plans, (3) Implementation, tracking and progress management, (4) Effective communication
-(VII) Engage your stakeholders effectively: (1) Stakeholder analysis, (2) Stakeholder engagement strategy, (3) Stakeholder engagement detailed plan
Management Consulting Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Toolkit was created by ex-McKinsey, Deloitte & BCG Consultants, after 2,000+ hours of work. It is considered the world's best & most comprehensive Management Consulting Toolkit. It includes all the Frameworks, Tools & Document Templates required to improve the Management Consulting Capability of your organization & excel as a Management Consultant. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit at www.slidebooks.com
Go to www.slidebooks.com to access the editable version in Powerpoint and Excel of this Business Toolkit created by former management consultants from Deloitte and McKinsey.
Operational Excellence Models, Strategies, Principles & ToolsAurelien Domont, MBA
Toolkit Downloadable at www.slidebooks.com | Created By ex-McKinsey & Deloitte Consultants | Download and Reuse Now 10+ Operational Excellence Models, Strategies, Principles & Tools.
This Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants after more than 3,000 hours of work. It shares our combined 100+ years of experience advising executive teams around the world. It includes all the Frameworks, Best Practices & Templates required to successfully implement an operating model and organization design initiative, and make your strategy happen.
Business Development And Operational Plan PowerPoint Presentation SlidesSlideTeam
Every organization needs to adapt to the ever-changing business environment. Sensing this need, we have come up with these content-ready change management PowerPoint presentation slides. These change management PPT templates will help you deal with any kind of an organizational change. Be it with people, goals or processes. The business solutions incorporated here will help you identify the organizational structure, create vision for change, implement strategies, identify resistance and risk, manage cost of change, get feedback and evaluation, and much more. With the help of various change management tools and techniques illustrated in this presentation design, you can achieve the desired business outcomes. This business transition PowerPoint design also covers certain related topics such as change model, transformation strategy, change readiness, change control, project management and business process. By implementing the change control methods mentioned in the presentation, you will be able to have a smooth transition in an organization. So, without waiting much, download our extensively researched change management framework presentation. With our Change Management Presentation slides, understand the need for change and plan to go through it without any hassles.
Change and Project Management Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Toolkit was created after 2,000+ hours of work by ex-McKinsey, Deloitte & BCG Consultants specialized in Change & Project Management. It is considered the world's best & most comprehensive Change & Project Management Toolkit. It includes all the Frameworks, Tools & Templates required to improve the Capability of your organization & excel as a Change Manager or Project Manager. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit at www.slidebooks.com
Establishing an offshore development center ver4dMark Werwath
The document discusses the process of establishing an offshore development center in India. Some key points:
- The company needed to hire 50-60 people but was facing challenges doing so in the US. They decided to open an offshore development center (ODC) in India to access a large, low-cost talent pool.
- After researching locations like Ireland, Singapore and India, they decided on Pune, India which had a large skills base and lower costs than major cities. They subcontracted an Indian firm to help set up the ODC.
- Setting up the ODC involved many considerations around location, hiring, facilities, legal and security issues. The ODC opened on time and under budget and
Mergers & Acquisitions in High Tech IndustryAbhishek Breja
The document discusses the different types of mergers and acquisitions (M&A) and the unique challenges that each presents for management. It outlines seven types of M&As - overcapacity M&A, geographic roll-up M&A, product/market extension M&A, M&A as R&D, industry convergence M&A - and notes that distinct activities lead to differing management challenges for each type. Key challenges addressed include rationalizing merged companies, dealing with cultural differences, conducting thorough due diligence, and allowing acquired companies autonomy versus forcing integration. The document is intended to help management tailor their approach to the specific type of M&A.
The document discusses the history and evolution of outsourcing in various industries from the 1980s to present day. It covers the reasons companies outsource functions like production, purchasing, logistics, and services to reduce costs and risks. The document also outlines advantages and disadvantages of outsourcing as well as best practices for effective outsourcing.
The document discusses the seven fundamental tenets of successful M&A integration according to PwC: 1) Accelerate the transition, 2) Define the integration strategy, 3) Focus on priority initiatives, 4) Plan integration and Day One early, 5) Communicate with stakeholders, 6) Establish leadership at all levels, and 7) Manage integration as a business process. PwC believes following these tenets can help clients execute rapid integrations to achieve synergies and allow a quick return to normal business operations. This adds shareholder value and allows clients to complete more deals in a shorter period of time.
1) While mergers and acquisitions are growing, many fail due to companies underestimating the challenges of integration. Management often focuses on the transaction rather than integration, and cultural differences are commonly overlooked.
2) Effective integration requires a holistic strategy that addresses financial, strategic, cultural, and organizational fit. It is important to analyze culture during due diligence to identify potential issues.
3) Having a clear post-merger vision and objectives helps reduce integration time and ensures synergies are realized. Technology integration also requires planning to consolidate systems and ensure customer needs are met.
Mergers and Acquisitions Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Toolkit was created by ex-McKinsey & Deloitte Consultants, and JP Morgan Investment Bankers, after more than 2,000 hours of work. It is considered the world's best & most comprehensive Mergers and Acquisitions Toolkit. It includes all the Frameworks, Tools & Templates required to improve the M&A capability of your organization and boost your personal career. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
The document outlines three main corporate growth strategies: organic growth, mergers and acquisitions, and strategic alliances. It then provides more details on the mergers and acquisitions strategy, including the advantages and disadvantages. The remainder of the document focuses on an M&A toolkit that provides frameworks, tools, templates and best practices to help companies increase their success rate with mergers and acquisitions.
The current strategies for DPSCS–DPP focus on coordination, cooperation, and community safety. Strategic planning provides the foundation for an organization's future and ability to address competitors. Without strategies, an organization will struggle to survive. Strategic planning involves developing a mission, vision, objectives and values to provide focus and direction for the present and future. Coordination is one of the key strategies used by DPSCS–DPP to achieve its vision through cooperation among different partners such as law enforcement.
Mergers Can Succeed in Today's World: AMA Quarterly | Fall | 2015Todd Antonelli
Successful acquirers are beating the odds of
failure, which are similar to getting heads 50% of the time on a
coin toss Why? These organizations typically follow a playbook,
built from their past successes and failures, to guide their future
integration successes.
The document discusses the role of human resources in mergers and acquisitions. It begins by defining mergers and acquisitions as representing ultimate change for businesses that can be difficult and chaotic. It then provides statistics on M&A activity and discusses why understanding the process is important. The rest of the document outlines the M&A process and key roles for HR, including assessing cultural alignment, developing integration plans, managing communications, and ensuring retention of key employees.
Transformational deals have become desirable, but business leaders agree that they are the most difficult transactions in M&A today. This article lists seven fundamental tenets of M&A integration that can help your company shift its business model and maybe reshape its industry.
A good strategy is the blueprint for business success. For many organizations, mergers and acquisitions
are a critical component of their blueprint. Although the value drivers such as cost cutting, the promise of
new channels and customers, and improved competitive positioning may vary from company to company,
one thing is constant – after the deal is done, executives need to refresh their strategy and they need to
do it fast.
The document discusses some common reasons why mergers and acquisitions often fail. It provides examples of mergers that failed, including HLL-TOMCO due to differences in valuation techniques, Jet-Sahara due to overvaluation and lack of a robust business model, and Glaxo-Wellcome-Burroughs due to high pay differentials between workers causing integration issues. It then lists some common sins that can cause M&A to fail, such as lacking clear guiding principles, ground rules, stakeholder communication, aggressive synergy targets, and cultural integration plans.
This presentation explains what merger and acquisition is, How integration is important after merger and acquisition, how it is to be done, what can be the factors of failure, what is the role of an HR during integration and what strategies companies should follow for a successful Post Merger Integration
The document discusses mergers and acquisitions and how business culture can impact their success or failure. It provides definitions for different types of M&A deals and outlines some of the main cultural challenges that can arise, such as clashes between management egos or differences in values and goals. Statistics are presented showing that the majority of M&A deals fail to create value or achieve promised financial returns due to issues integrating cultures and realizing synergies. Strong integration processes, understanding cultural differences, and promoting common cultures are identified as ways to mitigate risks to M&A success.
It is now generally accepted in the M&A domain that most mergers fail. And yet despite the dangers and horror sagas associated with M&A transactions, these types of business combinations are here for good because they are now the principal route to rapid business growth for many firms.The burning question therefore is: how can firms that aspire to grow through mergers and acquisitions increase their chances of success?The point of departure for M&A should be development of an M&A strategy that is anchored on the firm‟s overall business strategy. The firm should adopt a structured approach that covers the whole M&A process; set metrics for evaluating M&A targets; and actively engage in searching for potential targets. The criteria used to spot the right target could include business strategy, potential synergies, market availability, scale of activities, geographical location, technology, market growth potential and, business and culture fit. The type of merger should be another consideration, in which case bottom-trawlers, bolt-ons, line extension equivalents and consolidation mature, all with over 50% success rate, should be prioritized.The firm should then carry out comprehensive due diligence and objectively/accurately evaluate synergies. With respect to synergies, the acquirer should establish beforehand what synergies exist, where those synergies exist and how they will be extracted. Once a deal is closed, it is necessary to establish its success or failure, post-merger.M&A success should be considered from the shareholders of the acquirer‟s perspective, and an M&A should be judged successful if Net RealisableSynergies exceed Acquisition Purchase Premium. M&A critical success factors include merger segmentation considerations, the type of acquisition, timing, APP, effective integration, economic certainty and accurate target valuation.
This document discusses portfolio management and outlines several key aspects:
1) It describes how organizations must allocate resources between unavoidable operational costs and discretionary activities like R&D and capital projects.
2) It emphasizes the need for a vision and business strategy to provide context for innovation planning and prioritizing projects.
3) It stresses having domain strategies to support the business strategy and prioritize projects within areas like R&D, capital expenditures, and organizational efficiency.
8. Mergers and Acquisitions Toolkit - Overview and Approach.pptxKamran181656
This document provides an overview of a mergers and acquisitions toolkit created by former JP Morgan investment bankers and McKinsey and Deloitte consultants. The toolkit includes frameworks, tools, templates, tutorials and other resources to guide companies through the M&A process. It outlines a six-phase approach for mergers and acquisitions: defining an M&A strategy, identifying target companies, building a business case, conducting due diligence, executing the transaction, and integrating the merged companies. The toolkit aims to increase success rates for M&As by providing best practices and lessons learned from over 4,000 hours of work and experience with over 200,000 executives and consultants.
This document discusses strategic management and the strategic planning process. It defines strategy and outlines three levels of strategy: corporate, business unit, and functional. It then describes the strategic planning process, which includes establishing strategic intent, conducting an environmental scan involving internal and external analysis, and formulating strategy by defining the mission and objectives. The process aims to help organizations effectively manage opportunities and threats to achieve long-term goals.
NTT DATA Post Merger Integration Seven Deadly Sins NewTobias Lin
The document discusses seven common pitfalls or "deadly sins" of post-merger integration. These include: 1) short-sightedness and losing strategic vision; 2) prevarication and not planning for business value; 3) insufficiency by trying to manage integration as a side project; 4) opacity by keeping employees in the dark; 5) vagueness and allowing ambiguity in the new organization; 6) disorder and allowing complexity to proliferate; 7) neglecting customers. The document provides recommendations to avoid each pitfall such as establishing clear strategic goals, prioritizing integration efforts to provide early returns, dedicating resources to lead integration, involving employees, clearly defining new roles and reporting lines, focusing on simpl
Business Strategy Review - A better way to merge companiesRichard Parry
Progressive companies are now using project teams to both originate mergers and acquisitions (M&A) deals and ensure their successful integration. These M&A project teams are nimble, flexing in size during different phases of the deal process. They leverage a single team from deal origination through post-merger integration. Using project teams allows companies, both large and small, to take a more proactive approach to M&A by uncovering new opportunities and conducting thorough due diligence. Developing an effective internal M&A capability, with clear governance, oversight and strategic measurement, is important for companies to maximize value from acquisitions.
The document discusses challenges with realizing synergies during post-merger integration. Traditional project management approaches are often unsuitable for integrating complex organizations amid changing business environments. The document advocates for a strategic program management approach led by a Strategic Program Management Office (SPMO). A case study shows how an SPMO helped expedite decisions and prioritize initiatives to launch new products on schedule during a joint venture integration facing market challenges. The strategic approach focused on defining priorities, interdependencies, and reviewing progress biweekly with executive oversight.
The document discusses challenges with realizing the envisioned outcomes of mergers and acquisitions (M&A). It states that two-thirds of M&As fail to achieve their planned integration timelines and costs. The complexity of integrating two companies' strategies, business processes, and IT systems makes post-M&A integration difficult. Additionally, constant changes in the business environment require dynamic reprioritization for success. The document advocates for a strategic program management approach for post-M&A integration that focuses on realizing the original synergies of the M&A business case and is adaptable to changing conditions, rather than a traditional project management approach only focused on milestones and timelines. It provides an example of how strategic program management
Similar to Mergers Acquisitions Divestitures Integration Framework (M&A) (MADI) (20)
The underlying premise of enterprise risk management is that the Company exists to provide value for its stakeholders – customers, employees, and shareholders. Like any business, every Company faces some uncertainty, and the challenge for management is to determine how much uncertainty to accept as it strives to grow stakeholder value. Uncertainty presents both risk and opportunity, with the potential to erode or enhance value. Enterprise risk management enables senior management to effectively deal with uncertainty and associated risk and opportunity, enhancing the capacity to build value. Value is maximized when management sets strategy and objectives to strike an optimal balance between growth and return goals and related risks, and efficiently and effectively deploys resources in pursuit of the entity’s objectives. These capabilities inherent in enterprise risk management help management achieve the Company’s performance and profitability targets, and minimize loss of resources. Enterprise risk management helps ensure effective reporting and compliance with laws and regulations, and helps avoid damage to the Company’s reputation and associated consequences. In sum, enterprise risk management helps the Company get to where it wants to go and avoid pitfalls and surprises along the way. Enterprise risk management encompasses:
• Aligning Risk Appetite and Strategy
• Enhancing Risk Response Decisions
• Reducing Operational Surprises and Losses
• Identifying and Managing Multiple and Cross-Enterprise Risks
• Seizing Opportunities
• Improving Deployment of Capital
• Leveraging Talent, Structure, Process, and Capital
Virtual health is supporting continuing efforts to further humanize health care by extending and expanding the concept of a patient-centric care delivery model into one that is truly life-centric.
Virtual health uses telecommunication and networked technologies to connect clinicians with patients (and with other clinicians) to remotely deliver health care services and support well-being. For providers, committing to virtual health at a personal and organizational level affords ever-increasing opportunities to deliver the right care at the right time in the right place, in a connected and coordinated manner.
By strengthening and facilitating a therapeutic alliance between clinicians and patients, virtual health is an important step on our continuous journey to humanize health care. It works within and around a patient’s life, as opposed to their sickness, to deliver care when, where, and how they need and want it. Also, virtual health works its way into consumers’ daily routines by being embedded in electronic devices associated with living life (e.g., smartphones and personal computers) more so than caring for sickness.
The healthcare industry is primed for expanded adoption of virtual health; a 2016 report estimated that the US virtual health market will reach $3.5 billion in revenues by 2022. Several factors are elevating stakeholder interest, including expected physician shortages, continued growth in digital technologies, changing reimbursement models, increasing consumer demand, and the evolving regulatory landscape. One game-changer: Today, nine in 10 American adults use the internet, giving clinicians the capability and flexibility to communicate with and serve health care consumers via the web.
Preparing physicians for a future will likely look very different than things look today. Increasing costs, value-based payment models (e.g., PDGM), and personalized care (in the home) are all coming together to disrupt traditional health care ecosystems.
This presentation addresses:
- What's driving physician changes
- Physician burnout
- Evolving care model
- Technology advances
- Physician's changing roles
Like any activity, metrics help measure success in talent acquisition. In this presentation, we will present and explore some of the more commonly recognized metrics for talent acquisition, and associated benchmarks (e.g., recruitment, selection, and quality of hire) with a focus on cost-per-hire.
Recruitment
Cost-per-hire
Executive cost-per-hire
Recruitment-expenses-to-HR expenses ratio
Requisitions per recruiter (or HR FTE)
Requisitions per recruiter (organizations with dedicated recruiters)
Requisitions per recruiter (organizations without dedicated recruiters)
Selection
Acceptance rate
Positions externally filled
Positions internally filled
Time to fill
Open to approval
Approval to job posting
Job posting to start screening
Screen applicants
Conduct interviews
Make final decision
Offer to acceptance
Quality of Hire
Separation 0-3 months
Separation 0-6 months
Separation 0-12 months
Migrating Human Resources from Cost Center to Profit CenterRichard Swartzbaugh
Human Resources has traditionally been a cost center, where value creation has been less than cost. To some degree this is because there has been a lack of metrics, focus on value creation, and simply challenging historical notions. A talent gap risks lost possibilities and opportunities to create new value. It prevents companies from growing into new and promising markets or sectors and from gaining a competitive edge. And while solving the global talent gap is the work of nations, companies will increasingly look to HR. When talented people have more choice, high-impact HR leaders can recruit and keep them with strategic investments in key areas:
• Growth: Better learning, development and expansion pathways.
• Impact: Closer connections to the meaning and value each individual creates.
• Relationships: Stronger, more collaborative, more creative processes and team structures.
These HR investments are direct business performance drivers, with returns to both top-line and bottom-line growth: Top-Line Drivers:
• Productivity: How much each employee contributes.
• Quality: How well each employee contributes.
• Customer Satisfaction: How much market value each employee’s contribution creates.
Bottom-Line Drivers:
• Efficiency: How quickly and cost-effectively each employee contributes.
• Retention: How long each employee continues to contribute to the company and not to a competitor.
• Advocacy: How positively employees speak and write about their company.
Attracting, developing, nurturing and supporting talented people in their success and growing revenue while controlling costs are not bureaucratic functions. In the new normal of chronic talent shortages, they offer a competitive edge. Talent is the business, and in this profit center, HR leads the way.
Return on Investment (ROI) Metric (Value Created - Cost / Cost).
The Human Capital Framework (HCF) provides a sample comprehensive guidance on strategic human capital management for virtually any employer.
The framework provides direction on human capital planning, implementation, and evaluation. The HCF's flexible structure supports organizational agility and adaptability, which Agency’s need in order to function successfully in our ever changing business environment
The HCF guides agencies to effectively manage an organization's talent by promoting the use of sound talent management practices. The Framework provides talent management strategies that support and shape an organization's current workforce, while preparing for the future. It provides guidance on evaluation techniques that measure progress and outcomes for Return on Investment (ROI), program and policy effectiveness, and prepares organizations for change by providing a foundation for organizational agility.
Human Capital Frameworks are not “one size fits all.” HCF’s must be highly customized, align and enable the organization’s Mission, Vision, Values, culture, operating norms, industry, places it does business, with the goal of exceeding needs of shareholders, customers, and the workforce.
Key Components:
I. The Structure of the Human Capital Framework (HCF)
II. Strategic Planning & Alignment
III. Talent Management, Talent Acquisition
IV. High Performance Culture
V. Evaluation
Controlling Workers’ Compensation Costs by as Much as 20% - 50%Richard Swartzbaugh
What is Workers’ Compensation?
Who Benefits from Workers’ Compensation Cost Control? Everyone!!!
Worker’s Comp costs can be one of your Company’s greatest “out of control” costs, or, YOU can but in a proven 19-step system to reduce Workers’ Comp costs by as much as 20% - 50%, and utilize critical metrics to address:
- Why workers’ compensation metrics are important
- The formulas for how to calculate 5 critical metrics
- How to leverage these metrics to make an impact at your organization
Following the step-by-step instructions in 19-Step system for the calculation and application of critical metrics will address:
- Workers’ comp viewed as a cost of doing business
- Getting management to understand value of return to work
- Convincing policy holders to embrace a worker recovery program
- Lack of informed and effective employer involvement in WC claims issues
- Stakeholder apathy
- Managers and supervisors not taking seriously their duty to protect workers
Avoiding Workers’ Comp mistakes & loopholes will help drive three major points:
- Drivers of human behavior
- Disincentives to “Return to Work”
- Most common employer mistakes
Finally:
- Evidence-based medicine will create better Workers’ Comp claim outcomes.
- In organized environments, executing successful return to work programs with Unions (and members) is essential.
- As part of a comprehensive workers compensation program, employers should maintain close communications with injured employees to ensure they recover quickly, do not drop out of the workforce and return to work rapidly. Get Well Cards are part of a positive, proactive communication strategy.
Employee Communication & Engagement (ECE) - A Tailored Approach for Measuring Communication, Engagement, and Execution to Make a Meaningful , Sustained, & Continuously Improved Impact.
Employee Communication & Engagement (ECE) are essential elements of a Talent Management System (TMS).
Talent Management is a set of integrated organizational HR processes & practices designed to attract, develop, motivate, and retain productive, engaged employees, in support of becoming the “Provider of Choice” & the “Employer of Choice” in the markets we serve. Talent Management Systems (TMS’s) typically work in four key stages: define, implement, measure, & improve.
Through a customized Employee Engagement Program, we will tailor an approach, tools, and methodologies for measuring engagement, articulating the concepts across the Company, clarifying accountability related to engagement and finally, making a meaningful and sustained impact on people’s commitment to the success of the Company, and their own personal success at the same time. Most successful employee engagement initiatives use a multi-faceted approach.
Employee Communication & Engagement (ECE) Focuses on Enhanced Business Outcomes:
- Highly engaged business units have less absenteeism, lower turnover and greater productivity, a more aligned organization, and lower risk management
- Result in greater profitability
- Outperform peers measuring earnings per share
- Enables high quality, timely organizational communication through an Employee Engagement & Communication (ECE) Platform (ECE) platform;
- Continuously improves (modernize, streamline, measure).
- Enables high quality, timely organizational communication through an Employee Engagement & Communication (ECE) Platform (ECE) platform.
Talent Management is a set of integrated organizational HR processes & practices designed to attract, develop, motivate, and retain productive, engaged employees, in support of the Company becoming the “Provider of Choice” & the “Employer of Choice” in the markets we serve.
Companies with effective Talent Management Systems (TMS), the results speak for themselves:
- 66% had higher return on sales,
- 20% had a higher return on assets,
- 20% had a higher return on investment,
- 13% had a higher return on equity,
- Many reported improvement’s in key human capital metrics
- There was a correlated relationship between better talent & better business performance, talent was acknowledged as a rapidly increasing source of value creation
- Enhanced capacity in talent is necessary to support more complex & dynamic business requirements, Boards, customers, employees, and financial markets are expecting more.
Key Trends for 2020:
Trend 1: Organizational Design (e.g., “The Organization of the Future”) Will be Challenged Everywhere
Trend 2: Culture, Employee Engagement, and Employee Experience Remain Top Priorities
Trend 3: Real-Time Feedback and Analytics Will Explode in Maturity
Trend 4: A New Generation of Performance Management Tools Will Emerge, and a Focus on “Human Performance” and Wellbeing Will Become a Critical Part of HR, Talent, and Leadership Solutions
Trend 5: Talent Acquisition Will Focus on Culture Fit, Leadership Skills, Technical Skills Instead of Just “Credentials”
Trend 6: Digital HR and Learning Will Help Us to Reinvent L&D and HR Systems
Trend 7: The Leadership Market Will Start a Steady Process of Reinvention
Trend 8: Diversity, Inclusion, and Unconscious Bias Will Become a Top Priority
Trend 9: The L&D Function Will Continue to Struggle, But Careers & Learning Must Be Real Time, All the Time
Trend 10: The Future of Work is Here and HR Is in the Hot Seat
Execution Framework has six pillars:
(1) Plan,
(2) Attract,
(3) Develop,
(4) Perform,
(5) Retain, and
(6) Optimize.
Strategic Planning, Execution Frameworks & Organizational Health – Executive Summary
There are many frameworks and components for strategic management, planning, and execution; like a Ferrari, a BMW, or a Volkswagen, they all do the job – just differently. Ultimately, every business needs to answer some key questions:
Where are we? Where are we going? How do we get there? How are we doing? How do we function effectively? How can we influence what we cannot control? How should we appear to Customers (BtoB, BtoC)? How do we look to our investors? How do we look to our workforce? How do we sustain, and continuously learn & improve? What must we excel at to satisfy stakeholders? How do we become The Employer of Choice, and the Provider of Choice in the markets we serve?
Led by an internal team (which frequently includes the CEO, CFO, COO, CHRO, sales & marketing, IT/IS, and other represented disciplines), and sometimes also key stakeholders (customers, suppliers), the output is practical & tactical, helping to enable sterling execution & organizational health.
Strategic management is a method by which leaders conceive of and implement a strategy that leads to a sustainable competitive advantage.
Strategic planning is a systematic, organizational effort that includes initial assessment, thorough analysis, strategy formulation, its implementation and evaluation, leading to the achievement of business goals, and competitive advantage. Continuous improvement / continuous learning includes benchmarking, best practices, change management, and performance excellence. Input frequently comes from senior management, and may also come from lead investors, the workforce, key customers, suppliers, and distributors.
Execution frameworks help align the organization’s talent, organizational structure, programs, projects, tasks, processes, and technology, to ensure strategy is executed on time, on budget, as required, meeting (and exceeding) business goals. In many instances, an execution framework has few strategic objectives, numerous (enabling) tactical initiatives, measures, and targets, plans operations, monitors and learns, validates & adapts, supported by budget & resources.
Organizational health is about making a company function effectively by building a cohesive leadership team, establishing real clarity among those leaders, communicating that clarity to everyone within the organization, and putting in place enough structure to reinforce that clarity going forward, and aligning rewards, metrics, and resources.
Workforce & Workstream Planning & Analysis (WP&A) serves as a foundational element for managing an organization’s human capital. It enables organizations to strategically meet current and future workforce needs and prevents unnecessary disruptions in maintaining a steady-state workforce. Workforce & workstream planning further assists organizations by ensuring that positions are filled by the right employees with the necessary competencies and that the workforce meets future organizational goals and objectives. The more effective the development and execution of the workforce plan, the more the organization is able to leverage its human capital to accomplish its strategic goals.
The primary elements of the workforce analysis methodology involve a review of the following: (1) Mission critical occupations and competencies; (2) Supply – evaluate the current headcount of the organization including anticipated retirements and separations, and identify the current skills and competencies of the workforce; (3) Demand – forecast the optimal headcount and competencies needed to meet the needs of the organization in the future; identify skills and competencies needed in mission-critical occupations in the future workforce; (4) Gap Analysis – evaluate the gap between the supply and demand analyses. The Gap Analysis identifies headcount and competency surpluses and deficiencies. From the Gap Analysis the following are derived: Future Headcount Gap & Future Competency Gap; (5) Workflow of personnel across the business.
Additionally, a workforce analysis should include a review of the following: (1) Workforce activity analysis; (2) Demographics (including age, distribution, and tenure); (3) Industry trends; (4) Projections (retirements, separations, etc.); (5) Workforce diversity; (6) Educational pipelines (particularly regarding sources of new hires); (7) Supervisor ratio; (8) Labor market supply (including unemployment rates); (9) Risk analysis (to minimize the impact on the workforce due to restructuring); (10) Consideration of strategies to close gaps, such as succession planning, target recruitment, training programs, restructuring, retention, strategies, etc.
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1. All rights reserved. Subject to general limitations, some copyrighted material(s) are deemed fair use(s) based
on this program(s) intentions to stimulate creativity for the enrichment of the general public, comment,
criticism, research, news reporting, teaching, and scholarship. Cited work(s) are the property of the author(s)
/ copyright holders.
Richard Swartzbaugh
2. Executive Summary
Mergers and acquisitions are both aspects of strategic management, corporate finance and management dealing with the buying, selling, dividing and
combining of different companies and similar entities that can help an enterprise grow rapidly in its sector or location of origin, or a new field or new location,
without creating a subsidiary, other child entity or using a joint venture. M&A can be defined as a type of restructuring in that they result in some entity
reorganization with the aim to provide growth or positive value. Consolidation of an industry or sector occurs when widespread M&A activity concentrates the
resources of many small companies into a few larger ones, such as occurred with the automotive industry between 1910 and 1940. The distinction between a
"merger" and an "acquisition" has become increasingly blurred in various respects (particularly in terms of the ultimate economic outcome), although it has not
completely disappeared in all situations. From a legal point of view, a merger is a legal consolidation of two companies into one entity, whereas an acquisition
occurs when one company takes over another and completely establishes itself as the new owner (in which case the target company still exists as an independent
legal entity controlled by the acquirer). Either structure can result in the economic and financial consolidation of the two entities. In practice, a deal that is a merger
for legal purposes may be euphemistically called a "merger of equals" if both CEOs agree that joining together is in the best interest of both of their companies,
while when the deal is unfriendly (that is, when the management of the target company opposes the deal) it is almost always regarded as an "acquisition". Change
management is an important component of talent management, and materially contributes to the success of M&A integration. Talent Management System (TMS)
Success with mergers, acquisitions, divestitures, integration (MADI), including M&A due diligence, requires the design and execution of a customized
MADI Plan to ensure achievement of business outcomes, and optimal integration and alignment of the organization’s talent and cultures. A sample framework for
M&A, and M&A integration (including talent, process, technology, and execution tools) is presented and discussed herein. Actual approach, techniques, tools, and
resources remain to be determined based on business needs, industry practices, geographical practices, organizational preferences, etc.
2
Mergers, Acquisitions, Divestitures, and Integration (MADI) Framework, Including Due Diligence
3. Executive Summary Continued
3
Mergers, Acquisitions, Divestitures, and Integration (MADI) Framework, Including Due Diligence
Sample M&A Components
Charter and Governance
- Identify deal drivers and performance metrics
- Clarify integration objectives
- Define integration scope
- Summarize milestones, budgets, and high-level risks
- Determine how to staff the integration
- Establish clear hierarchy and accountabilities for project
- Outline key deliverables
- Achieve buy-in from stakeholders
Risk Management
- Identify project risks and assumptions
- Evaluate impact of risks and probability of occurrence
- Develop mitigation strategies and contingency plans
Integration Schedule, Tasks, and Budget
- Set key milestones to track and control the project
- Define the phases and activities to achieve milestones
- Sequence the phases and activities
- Determine and build in dependency relationships
- Estimate resources, costs, and schedule
- Conduct a priority audit
- Engineer early wins to help quiet the skeptics
Cultural Integration
- Learn the hard core truth about cultural integration
- Determine what’s practical and viable
- Perform cultural diagnostics: Merger Risk Assessment, Operating Style Analysis, and Culture Context Questionnaire
- Identify the few mission-critical traits
- Ensure cultural clash is not used as an excuse for failure
4. Executive Summary Continued
4
Mergers, Acquisitions, Divestitures, and Integration (MADI) Framework, Including Due Diligence
Sample M&A Components Continued
Leadership
- Set the right expectations about the integration process and its inherent complexities
- Administer the Impact of Acquisition Survey
- Manage unfamiliar and unforgiving complexity
- Focus on the critical leverage points
- Communicate effectively even when there are more questions than answers
- Identify stakeholders and customize communication plans
- Motivate people in a destabilized environment
- Retain key players without over-promising or over-paying
Close Project
- Capture lessons learned, including mistakes people are reluctant to admit
- Compare performance of integration processes to benchmarks from M&A research
- Manage systematic project shutdown
5. 5
1. Mergers, Acquisitions, Divestitures, and Integration (MADI) Framework,
Including Due Diligence.…………………………………………………………………………………….. 6
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Mergers, Acquisitions, Divestitures, and Integration (MADI) Framework, Including Due Diligence