Developing People, Organisations and HR Strategy

Registration and coffee

The importance of employee communication and developing ways to avoid staff fall out

Rachel Collins, HR Integration Manager, Siemens

• Developing a successful communication strategy: Identifying key communicators and findin ways to support cultural integration and promote change management

• Ensuring employees are fully aware of the business reasoning behind the merger and developing consultation techniques to reduce anxiety

• How to launch new visions and values: having the necessary communication and information channels in place

• Gaining the commitment and focus of the workforce and enabling them to move forward as one company with one clear vision for the future

Managing talent in the M&A process

Richard Wells, Group Senior Vice-President, Human Resources, Gate Gourmet

Chantelle Edwards, Group Talent Director, Gate Gourmet

• How HR can lead the talent management process: Identifying, motivating and retaining talent to increase the value of the business

• Including new organisations and people in a developing talent management approach

• Building the talent pool for the new organisation

• Integration and implementation: People, processes and HR

The role of HR in vendor due diligence and preparing the company for divestment

Leslie Moss, Principal, Hewitt Associates

• The role of HR in preparing the company for sale: Identifying the financial status and addressing any existing concerns and issues

• Reducing disruption to the business, managing change successfully and maximising the value of the purchase

• Aligning people strategies with the objectives of the change

• Practical advice for HR on controlling the process and ensuring speed and efficiency

A post merger analysis: Looking back at the merger process, analysing key issues and drawing upon how goals have been achieved

Reg Bull, Senior Vice President for HR Transformation, Unilever

• What were the main hurdles for HR and how were policies put in place to achieve success?

• How were the issues of change management, employee communications and customer retention addressed?

• Reflecting on the merger process: A value analysis of business development vs. work undertaken at the time of acquisition and hearing the views of the 'acquired' themselves

• What is the situation now: How has the integration process worked and what’s in the pipeline?

Proactive HR in a large cross-border European merger: UK, Germany and Switzerland

Dave Conder, Head of HR Integration and Strategy, KPMG Europe

Tim Payne, Integration Advisory Team, KPMG Europe Transaction Services

• Preparing for a transformational merger

• Managing the cultural issues

• Organising a multi-work stream HR integration team

• Creating a genuinely European HR function to support a new European business

Reconnecting the individual to the business – aligning objectives, reward and responsibility

Roger Peacock, Head of HR, M&A & Outsourcing, BT Global Services

• Recognising and rewarding behaviours that support the new culture and business strategies

• Introducing means of assessment, development and reward

• Ensuring inventive programmes are designed to motivate key players

• Common techniques for keeping people on side

Close of the conference