Management Consulting
Aon
Full Credential Description
The HR department of an energy company faced significant challenges during a merger and acquisition (M&A) deal, particularly in developing a new operational model for HR-related transaction support. Previous M&A experiences had highlighted the importance of conducting cultural assessments early in the transaction process, as delays in this area had led to complications in integrating the two organizations' cultures. To address these issues, Aon provided a comprehensive toolkit that included best practices and internal training focused on cultural assessment. This toolkit was designed to be implemented as soon as possible during the transaction process. Key components included a cultural assessment based on publicly available data, cultural interviews with leadership teams to evaluate current and future cultural traits, and a full employee cultural survey to monitor progress towards achieving the desired future state. Additionally, the toolkit emphasized the identification and examination of cultural key performance indicators (KPIs) based on employee survey data. As a result of these tailored solutions, the energy company successfully maintained consistent employee engagement throughout the transaction and retained all critical talent. This strategic approach not only facilitated a smoother integration process but also underscored the value of prioritizing cultural alignment in M&A scenarios, ultimately contributing to the overall success of the merger.