This article explores the roles played by HR in post‐merger change processes. Helps to uncover the inherent problems in managing HR issues in the post‐merger organization and highlights difficulties in giving HR a strategic status.
This briefing is prepared by an independent writer who adds his own impartial comments and places the article in context.
Highlights typical problems in organizing and managing HR issues and reveals how the HR function is easily left with a secondary, non‐strategic role in these processes.
More exploration is needed of both the enablers and constraints of the organizational roles played by the HR function and how these relate to the way people are managed in large‐scale cross‐border mergers.
The briefing saves busy executives time by selecting only the most pertinent information and presenting it in a condensed, easy‐to‐digest format.
