1. 목표생성-전략적으로 기업의 목표와 정렬된 개인/팀 목표
2. 목표 업데이트/관찰-주기적으로 업데이트 하고 목표달성 가능성을 관찰
3. 매니저 피드백-의미있는 피드백으로 목표달성률과 동시에 직원개발에 도움
4. 성과 평가-직원이 생성한 목표를 다양한 매체를 통해 객관적으로 평가
Successful organizations approach M&As and people integration in a very systematic and methodical manner. Companies use standardized, but adaptable integration playbooks that contain step by step detailed instructions with tools, templates, checklists, process documentation, and tips to cover each major phase of the M&A from beginning to end.
1. 목표생성-전략적으로 기업의 목표와 정렬된 개인/팀 목표
2. 목표 업데이트/관찰-주기적으로 업데이트 하고 목표달성 가능성을 관찰
3. 매니저 피드백-의미있는 피드백으로 목표달성률과 동시에 직원개발에 도움
4. 성과 평가-직원이 생성한 목표를 다양한 매체를 통해 객관적으로 평가
Successful organizations approach M&As and people integration in a very systematic and methodical manner. Companies use standardized, but adaptable integration playbooks that contain step by step detailed instructions with tools, templates, checklists, process documentation, and tips to cover each major phase of the M&A from beginning to end.
Webinar: Key Aspects for Maximizing Synergies Through Effective Post Merger I...GPMIP
This is the deck as used on our February 20 webinar about 'maximizing synergies through effective post merger integration.'
The dialogue of this webinar is available on youtube: http://youtu.be/NCiVpFhOm8c
Global PMI Partners is the only international network focused exclusively on delivering post-merger integration, separation and transformation services. Please visit us on www.gpmip.com or contact us on info@gpmip.com.
Mergers and Acquisitions - The Value of HR After the Deal Careerminds
Mergers and Acquisitions - The Value of HR After the Deal
Oftentimes it's an alluring, seductive business proposition—Mergers and Acquisitions. And as the economy strengthens, the number of them brewing is on the rise. That can add big dollars to companies' bottom lines. But, did you know that, on average, only about 30% of acquirers actually pull off a successful deal?
M&A is a complex endeavor with considerable room for deals to fall apart. Human resources' role in the due diligence and integration processes has the potential to better define where the actual value is in a deal beyond mere 'synergies' and pay and benefits integration. These unique HR-driven insights can add a significant, critical perspective to executives who rely on deep data that get to the heart of why (or why not) to move forward with a merger or acquisition. In short, there's a lot more room for HR to support value creation in M&A than you may have originally thought.
In this one-hour webinar, participants will learn how to apply M&A concepts to the due diligence process and post-integration initiatives. The following topics will be discussed:
• The critical role you can expect to play with respect to due diligence prior to a merger or acquisition
• How to integrate and join forces following the merger
o What makes the difference
o The key factors that drive success
o Strategies for getting stakeholders on board so you can bring about positive results
o Communicating effectively before, during, and after changes take place
• Applying basic merger and acquisition principles to other organization change initiatives
WHEN: Tuesday, January 15, 2:00 – 3:00 PM (ET)
Click to register now.
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ABOUT THE SPEAKER
Adrianne Miller
Founder, The Miller Group HRS
Adrianne Miller is principal and founder of The Miller Group HRS, a provider of strategic human capital advisory services connecting human capital strategy to business strategy. She has over 30 years of strategic and practical human resources experience and has significant experience leading organizations through due diligence and integration during successful mergers and acquisitions that create value for the organization. Adrianne currently serves on the Board of Directors of Big Brothers Big Sisters of Southeast Pennsylvania, and on Virtua Hospital's HR Board Committee. An accredited Certified Compensation Practitioner, she also serves as an editorial board member for the Employer Resource Institute’s California Employer Advisor publication.
Managing HR and Culture Integration During Mergers and Acquisitions Argyle Executive Forum
Marty Kunz, Vice President of Human Resources at C&J Energy Services, provided tips about how organizations can manage HR and culture integration during transition periods in his presentation at the 2014 Human Capital Leadership Forum in Dallas on Nov. 20. During his presentation, “Managing HR and Culture Integration During Mergers and Acquisitions,” Kunz noted it is nearly impossible to plan for everything during a merger or acquisition, but preparing for myriad scenarios and remaining flexible can help an organization avoid pitfalls.
According to Kunz, an organization could alienate employees if it fails to adapt its HR and culture to their needs following a merger or acquisition. Kunz also pointed out that an inflexible organization risks losing money after a merger or acquisition takes place too: “If you come in headstrong with a game plan and it’s my way or the highway, you’re going to ruin probably what it was that made the acquisition attractive to begin with … You’ll be left with an entity that is much less valuable than your company probably paid big dollars for to buy them to begin with.”
In addition, Kunz noted an organization’s culture will find a way to develop itself, regardless of planning. An organization should expect some change following a merger or acquisition, Kunz said, but an organization also should understand that integrating new employees into its culture typically is a slow, gradual process: “In any acquisition, you’ve always got to plan on some attrition and change just for the sake of change is going to cause you to lose people … You try to minimize that impact and hopefully it’s not too large a number, but you’ve got to plan on that.”
- See more at: http://www.argylejournal.com/chief-human-resources-officer/managing-hr-and-culture-integration-during-mergers-and-acquisitions-marty-kunz-vice-president-human-resources-cj-energy-services/#sthash.M9MxScy8.dpuf
Sap Successfactors는 글로벌 최고 권위를 자랑하는 평가 기관인 Gartner 그룹, IDC의 Vendor 평가 결과 매년 글로벌 No.1 통합 인적 자원 관리 시스템으로 선정되고 있습니다. 전 세계 6천 개 이상 기업 고개 및 3천만명 이상의 사용자를 보유하고 있습니다.
Pivotal 에서는 GE, AllState, VolksWagen 등 세계 유수의 기업들과 긴밀한 협업 관계를 이루고 있습니다. 본 세션에서는 클라우드 네이티브 및 Digital Transformation 을 위한 조직 구조, 문화, 환경을 알아보고 Pivotal 에서 어떻게 도움을 드릴 수 있는지 알아봅니다.
엔터프라이즈 고객의 전사 클라우드 도입을 위한 7 Best Practices-백현 기술 매니져, AWS/이은주 상무, 삼성SDS Cloud...Amazon Web Services Korea
엔터프라이즈 고객의 전사 클라우드 도입을 위한 7 Best Practices
백현 기술 매니져, AWS
이은주 상무, 삼성SDS Cloud 사업팀장
대형 엔터프라이즈 고객은 전사적인 클라우드의 도입을 고려할 때 전형적인 디지털 기업이나 Startup 과는 분명히 다른 방법으로 접근해야 합니다. 본 세션에서는 국내외 초대형 엔터프라이즈 고객들이 클라우드를 도입하기 위해 겪어야 했던 다양한 시행착오를 바탕으로 도출된 7가지의 Best Practices를 소개 하고 사례를 공유 합니다.
All about Data Center Migration Session 3. 효율적인 클라우드 운영을 위한 필수 선택BESPIN GLOBAL
클라우드매니지드서비스(MSP)는 효율적인 클라우드 운영을 위한 필수 선택입니다.
클라우드 도입, 관리, 운영, 비용 점감 등 넓은 부분에서 전문성을 요구하기 때문입니다.
MSP 전문 기업 베스핀글로벌에서 클라우드에 대한 해답을 드립니다.
IT 직무 종사자를 대상으로 진행한 베스핀글로벌의 설문 리포트 '2018 국내 클라우드 도입의 현주소'의 결과를 바탕으로 실질적인 정보를 제공합니다.
[목차]
1. 클라우드 비용 더 아낄 수 있다.
2. 어떻게 최적화 할 것인가?
3. What is MSP?
4. 매니지드 서비스 필요성
5. 베스핀글로벌 매니지드 서비스 차별화