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  • Mergers and Acquisition

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    Muhammad Hasan Saeed
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    A merger begins with identifying a trigger or reason to initiate the transaction. When conducting a merger and acquisition, it is important to ensure the deal is finalized and irreversible. Evaluating human capital is a key part of the M&A process and involves assessing the management team's experience, leadership styles, and past successes and failures, as well as analyzing compensation policies, recruitment processes, performance management systems, and decision making structures.

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    A merger begins with identifying a trigger or reason to initiate the transaction. When conducting a merger and acquisition, it is important to ensure the deal is finalized and irreversible. Evaluating human capital is a key part of the M&A process and involves assessing the management team's experience, leadership styles, and past successes and failures, as well as analyzing compensation policies, recruitment processes, performance management systems, and decision making structures.

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    13 views1 page

    Mergers and Acquisition

    Uploaded by

    Muhammad Hasan Saeed
    A merger begins with identifying a trigger or reason to initiate the transaction. When conducting a merger and acquisition, it is important to ensure the deal is finalized and irreversible. Evaluating human capital is a key part of the M&A process and involves assessing the management team's experience, leadership styles, and past successes and failures, as well as analyzing compensation policies, recruitment processes, performance management systems, and decision making structures.

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    © All Rights Reserved
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    of 1

    A merger starts when a ‘trigger’ is identified.

    This is called the Frame

    In M&A, make sure the transaction is irreversible

    HR Evaluations in M&A.

    Financial side People Side


    1. Total HR cost as % of revenue Human capital, evaluate the
    Why do we look at revenue, not cost? Costs can be management team, look at
    erratic, HR cost as a % of OPEX could be very high or very their profiles, experiences,
    low, hence we look at % of sales. whether there are more
    success or failure stories.
    2. HR Cost Processes, recruitment
    Headcount x compensation policies, performance
    management, learning and
    development. Decision making
    forum.
    3. Litigation Cost?? Quality poor or good?

    How is compensation difference tackled?

    1. Provide protection across the board (compensation ko nahi chherna) for, say 2 years, in order
    to protect key talent
    2. Termination of contract, providing new contracts on your own terms.

    How are cultures aligned? (Skill and will matrix)

    Skill Low X (skill training) X (layoff)


    High X (plug and play) X (behavior
    training)
    High Low

    Will

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