Data • Insights • Direction

People Risks In M&A Transactions

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Unique Data Points
Insights from leaders managing 4M+ employees globally

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Survey Responses

from M&A professionals on both the buy and sell side

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Interviews

with corporate and private equity clients, investment bankers, M&A advisors

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M&A Deals

analyzed (60% were cross-border deals)

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Buyers have the opportunity to manage the people spend with the same discipline and rigor as other capital investments (property, plant, equipment, R&D, M&A, among others)

– Jeff Cox, Global M&A Transaction Services Leader

Engaging and leveraging key executives/employees post-closing to create value out of the deal is as critical as retaining them pre-closing and right after closing.

– Keiko Shimada, Japan M&A Leader

Managing people risks such as key employee retention, cultural and organizational fit and leadership assessment, inherent in all types of M&A transactions is of paramount importance in achieving the desired deal value.

– Dhruv Mehra, ASEAN and Singapore M&A Leader

Buyers and sellers are navigating new complexities including entering new geographies, exiting long standing business units and taking on new risks/liabilities.

– Daniel Nadborny, Latin America M&A Leader

The Top Five People Issues Identified (In Rank Order)

1

Employee retention

2

Cultural and organizational fit/integration

3

Leadership team (determining the quality of the management team/executives for the new company)

4

Compensation and benefit levels (market pay concerns)

5

Talent availability and identifying, assessing, and placing talent

Related Research

Flight Risk in M&A: The Art and Science in Retaining Talent

"If my HR leader wants a seat at the table, they better come prepared with a comprehensive process to manage the retention discussion from start to finish with my business leaders."

— CEO, Fortune 500 company


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Data • Insights • Direction

Mercer's research report, People Risks in M&A Transactions