In this two-part series we are looking at issues that are at the core of the ?Human Dynamic of Change and Integration?.

A checklist is being used to determine whether the intervention that is implemented will actually deliver the results that we seek. We had earlier focused on payroll and benefits. In this concluding part we are looking at the following parameters:

Communication

* What are the accepted and utilised methods of internal communication? To which one do the employees respond most favourably?

* What method is used to communicate internal news like promotions, new hires, and other events and how often? Is that a good communication channel for this new programme or activity?

* Does this programme, policy or activity have any impact on the employee?s family? If yes, how will it be com-municated to the employee and to their family?

* Does this activity replace or supersede any of the organisation ?rituals?? To what extent will things be different?

* Who is responsible for dealing with the press and external bodies?

Systems and infrastructure (not specifically people related but very important to the people)

* Are there impacts on existing software or hardware?

* How will IT support any new programme or software requirements? Will there be a need to train on the new software?

* Are there policies in place to mini-mise risk relative to e-mail usage and Internet access?

Leadership

* Is this a merger or an acquisition? How will we talk about it?

* To what degree will we combine the companies? Separate holdings, strategic control, managed subsidiary, operational control or merged and consolidated?

* Who is perceived to be the ?hero? of the company?

* Who is perceived to be the most charismatic?

* Who is or are the opinion leader(s) at all levels?

* Is the company?s management structure centralised or decentralised?

* How much will our company need to change, transform (new way for both), integrate (adopt each best practice), preserve (run in parallel) or adopt their style and culture?

* What are we willing to do to retain key talent?

Employee Morale and Attitude

* What is each company?s reputation in the market?

* Is there a common vocabulary within the company around change management, project management, HR policies and practices, and business activities?

* What do the employees expect as a result of this transaction? What can we tell them about the future?

(Concluded)

The writer is director, business development, Strategic Human Resource Management India