企业并购过程中的人力资源整合（Integration of human resources in the process of enterprise merger and acquisition） Abstract: the integration of human resources has become an important factor affecting the success or failure of the enterprise merger. Human resource integration strategy includes two aspects of human resource integration strategy design and implementation strategy. Strategies for effective integration of human resources will become an important means to enhance the competitiveness of enterprises and achieve strategic goals.
Keywords: enterprise merger human resource integration strategy design strategy
Enterprises in the pursuit of profit and sustainable development, mergers and acquisitions have become an important means for the development of enterprises at home and abroad by the. The number 66% survey showed that after the merger of enterprises merger failed to achieve the expected value, the major cause of failure in the post merger integration, the merger and acquisition of enterprise human resources has become a major cause of failure of integration, human resources has become the two major mergers and acquisitions and corporate finance index. Refers to the arrangement of the overall system is carried out after the party obtains the ownership of assets, equity or control over the operation of the other party's personnel enterprise merger human resources integration, so that after the merger of enterprises according to certain targets, principles and strategies for the organization operation. M & A integration strategy of human resources
service in enterprise merger strategy and business strategy, support to implement the business strategy in mergers and acquisitions, is an important part of the enterprise merger integration strategy. Human resource integration strategy including the integration strategy design and implementation strategy for two.
The integration of human resources strategy design
According to the strategic objective of enterprise merger and acquisition of enterprise human resources management and control integration mode can be divided into four categories, the first category is the financial investment type, second kinds of strategic guidance, third kinds of strategic control type, fourth types of strategic management. Each type of mergers and acquisitions and integration of deepening the depth of management control of target enterprise, from easy to difficult, each kind of integration itself is not good or bad, just according to the different choices of different enterprises in different acquisitions under different incentive to make acquisitions.
(a) the evaluation of human resources
The main contents include the enterprise human resources acquired hard information and soft information, rigid information refers to all kinds of human resources policies and statistical data, survey report, involving compensation, welfare, human resources policy, personnel structure; soft information refers to the enterprise culture, politics, management style, executive personality and the integrity of
information. Soft information for the decision of enterprise merger and acquisition and integration to provide guidance information is very important, therefore should be as much as possible channels (such as customer, supplier) signed in the understanding of the merged enterprise software information before the merger agreement, if possible and the merged enterprise internal personnel in face-to-face exchanges and communication, these risks in order to reduce the software caused by incomplete information,
(two) to establish the organization design and organizational culture
Have economies of scale and synergy in mergers and acquisitions, mergers and acquisitions often appear with mergers and acquisitions business functions overlap, the integration of human resources decision functions overlap, so enterprises involved in redesign of the organization or adjustment, and organization culture, continuation and reconstruction. M & a general program design organization according to the corporate mission, vision, goals and acquisition of competitive advantage strategy, determine the organizational structure of enterprises and key sectors to maintain the competitive advantage of enterprises and key positions, examine the enterprise organization, finally confirm the need to adjust the acquisition of the departments and posts and key.
(three) personnel
The 1. leadership team to determine
The leadership team candidate source acquisitions, corporate mergers and acquisitions and external recruitment, source of candidate enterprises can better understand the purpose of the acquisition, the acquisition plan execution support and corporate culture, the source of corporate mergers and acquisitions candidate can be more conducive to the stability and merger smoothly, understand the political situation, the enterprise to solve the problem so, the core competence and external recruitment can make up for the establishment of new enterprises.
In order to reduce the human resistance in merger integration, many cases in the leadership team to set interim or temporary jobs. Some conditions required by the leadership team source merger enterprise proportion configuration.
On 2. key personnel
M & A of key personnel retention has become an important symbol of the success of the integration. In the process of mergers and acquisitions to measure key talent standard has two starting points of first merger the enterprise core competitive ability the contribution degree of enterprise mergers and acquisitions second lose their losses. Key personnel in the process of mergers and acquisitions of the preparation stage or deal with the negotiation stage of corporate mergers and acquisitions staff to conduct a systematic assessment, in the evaluation indicators in addition to fitness and is suitable for vocational ability givers, also need to assess the adaptability in the new enterprise, according to key personnel standards, determine the list of key personnel from the
information in the library. In determining the list of key personnel, should communicate with the staff need to be retained as soon as possible, shows that mergers and acquisitions intention, the new enterprise development vision, and the importance of post occupation development direction, in the communication understanding they found in mergers and acquisitions in the demand (such as job security, participation, control, self-esteem, etc.) and in the conditions permit the case as far as possible to meet their needs, to sign a new labor contract with them.
3. redundant personnel
Enterprise human resources in mergers and acquisitions in the process of merging, split and cut in redundancy is one of the important step, also encountered a link in the integration of the maximum resistance. For different types or different acquisition modes of enterprises we should set different scheme. General redundancy handler first look at the organization, functions and personnel departments with the requirements; second is to understand the provincial policy relevant national laws and regulations and the relevant state, determine the diversion and resettlement program and related costs reduction standards; third recognition and reduction of shunt, and to assess the negative impact; finally, through the relevant personnel review to determine, specify the person responsible and prepared for work. For the integration of mergers and acquisitions of some state-owned enterprises, in the split and cut in redundancy when we should communicate with the local government, corporate executives, trade unions, representatives of the employees to get their support.
企业并购过程中的人力资源整合(Integration of human resources in t
