The challenge of corporate integration

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The past few years have seen a steep increase in cross-border merger & acquisition (M&A) activity—be it global behemoths grabbing a share of lucrative businesses here, or Indian companies acquiring companies abroad. A few samples: Vodafone’s $12.9-billion acquisition of 67% stake in Hutchison Essar; Tata Steel’s $12-billion buyout of Corus; and Hindalco’s $5.9-billion Novelis Inc (Canada) deal.

However, despite the synergies and competitive advantage that M&As offer, they can also have a disruptive effect on organisations if not managed with care. And the key to successful integration and change management is carrying the people—both in the acquired and acquiring company. Says Ma Foi Consulting Solutions Ltd CEO Abhay Phadnis: “Transparency, constant and appropriate communication, and genuine fairness on the part of the employer are obvious touchstones, but there is no magic wand. It is a painful process and needs careful planning and diligent effort to minimise the pain.”

The biggest challenge for a human resources manager in any M&A is handling employee insecurities about what the merger means for them in terms of job security, role changes and future career. Cultural diversities, extending communication fora across the merged enterprise and creating continuity across corporate boundaries during the merger process are some other challenges faced by the HR managers.

Recounting his experience, Deependra Chumble, chief people’s officer, Hexaware Technologies Ltd, says, “HR faces challenges from both sides. During an M&A, HR has to act as the mediator between the two organisations involved. The role of HR is to find out where the commonalities are, emphasise and use them as steps for further action plans. The real test lies in how successful HR is in minimising the conflicts to integrating the two organisations seamlessly.”

The challenge is even greater if the M&A involves different geographies, cultures, languages and legal environments. Experts feel that the culture of a company can be felt in everything it does: the way people meet, discuss and conduct business. Firstsource Solutions Ltd executive VP, HR, Ashu Calapa says, “There are four factors that lead to identifying, aligning and changing corporate cultures. Those are: defining the desired behaviour, deploying role models, providing meaningful incentives and communicating clearly and consistently.”