1. Running head: MERGERS AND ACQUISTIONS AND HR IN EMERGING MARKETS 1
Mergers and Acquisitions and how HR can help manage the Process for Companies
Venturing into Emerging Market Countries
Simon Okeke Jr.
Georgetown University

2. MERGERS AND ACQUISTIONS AND HR IN EMERGING MARKETS 2
Work a Topic through Steps 1-6:
• Mergers and Acquisitions and how HR can help manage the Process for
Companies
• Step 1: Focus your Topic
• Discuss how you would do this
• Human Resources would have to start by conducting Due Diligence to
help a multinational organization venturing into an emerging market
country reduce risk and increase the likelihood of achieving the expected
strategic goals from M&A transactions
• A second stage that HR can be involved in during the mergers and
acquisition process is integration management. HR should be able to
build that bridge of communication between the company’s leadership and
employees during a merger as a key element in realizing the value of the
deal. People management strategies that HR initiate can help executive
leadership increase the probability of retaining top talent, delivering
growth and capturing synergies
•
• List at least 3 (bullet points are fine)—choose 1 to move forward (and say
why you chose it)
• Step 2: Generate Questions
• Describe ways to do this
• List at least 10 (bullet points are fine)
• Step 3: Evaluate Questions
• Discuss how to evaluate questions
• Evaluate the questions you have listed
• Choose 1 to move forward (and say why you chose it)
• Step 4: Generate Research Problem
• Utilize the four-part format listed in the PowerPoint:
• Topic: “I am trying to learn about (studying)…”
• Conceptual Question: “because I want to find out
who/what/when/where/whether/why/how…”
• Conceptual Significance: “in order to help my reader understand
how/why/whether…”
• Potential Practical Application: “so that readers might…”
• Step 5: Preliminary literature search (SKIP THIS)
• Step 6: Generate a Working Thesis
• You can make an educated guess here, since you haven’t done the
literature search
• Title Page and References ARE necessary
• Work a Topic through Steps 1-6:
• Identify your broad Topic
• Step 1: Focus your Topic
• Discuss how you would do this
• List at least 3 (bullet points are fine)—choose 1 to move forward (and say
why you chose it)

3. MERGERS AND ACQUISTIONS AND HR IN EMERGING MARKETS 3
• Step 2: Generate Questions
• Describe ways to do this
• List at least 10 (bullet points are fine)
• Step 3: Evaluate Questions
• Discuss how to evaluate questions
• Evaluate the questions you have listed
• Choose 1 to move forward (and say why you chose it)
• Step 4: Generate Research Problem
• Utilize the four-part format listed in the PowerPoint:
• Topic: “I am trying to learn about (studying)…”
• Conceptual Question: “because I want to find out
who/what/when/where/whether/why/how…”
• Conceptual Significance: “in order to help my reader understand
how/why/whether…”
• Potential Practical Application: “so that readers might…”
• Step 5: Preliminary literature search (SKIP THIS)
• Step 6: Generate a Working Thesis
• You can make an educated guess here, since you haven’t done the
literature search
Section 1: Due diligence
Top 10 myths of human capital due diligence
Avoiding the pitfalls of the myths of human capital due diligence can help your company
increase the likelihood of achieving the expected strategic goals from M&A transactions.
Anatomy of acquisitions
The contributions of human resource (HR) to the early stages of a merger and acquisition
may be compromised or overlooked if the right competencies aren’t in place.
Where is HR?
Discover the four-step approach that should be considered to build a respected HR team
that will help your organization capture people-related value in a merger or acquisition.
Section 2: Integration management
Taking the lead during a merger
How leaders choose to communicate to employees during a merger is a key element in
realizing the value of the deal. Employees, after all, will implement the changes to realize the
merger vision.
Stacking the deck
Explore the benefits of intelligent integration and the three-pronged approach that can
significantly improve a company’s chances for success in every phase of the merger lifecycle.
Thriving in a pressure cooker
Leadership of the merger integration team is a highly visible and challenging task.
Effective leadership can both facilitate planning and execution of a smooth transition as well as
capture the value promised to the stakeholders.
Getting past the hostility

4. MERGERS AND ACQUISTIONS AND HR IN EMERGING MARKETS 4
Acquiring an organization through hostile takeover presents unique organizational and
people challenges. Yet there are people management strategies that can help executive leadership
increase the probability of retaining top talent, delivering growth and capturing synergies.
Section 3: Integration
Human resource management handbook for acquisitions
HR management has several essential functions in the execution and delivery of an
acquisition or divestiture.
Effective leadership transition
To prevent the costly turnover of valued employees and serious morale and productivity
problems, an effective leadership team needs to be aware of the implications of ownership
change and take actions to overcome any challenges.
Cultural issues in M&A
Understanding the impact of cultural issues during the integration of two companies is
critical. Explore ways to harness culture to maximize value creation and achieve post-merger
integration objectives.
Beyond HR integration
Key factors organizations should consider while determining exactly how much HR
transformation to undertake during the course of merger integration.
The art & science of executive selection
Five key steps to consider while selecting the leadership team that will champion and
lead transformational change during the post-merger journey.
The leadership journey
During a M&A transition, building a cohesive leadership team can help capture value,
cultivate cohesion, and create growth through positive employee and customer experiences.
Section 4: Post-merger integration
Merger aftershocks
Merger announcements can cause a frenzy of activity. Actions to stabilize an organization
after a merger announcement are key to achieving expected results.
Merger aftershocks II
A new set of people challenges emerges with the birth of a newly combined company.
Actions to get people working together can help capture the full value of the merger deal.
Retention after a merger
Explore tangible steps organizations and managers should consider in their efforts to
effectively reduce turnover during a merger or acquisition.
Section 5: Divestiture
The transition from "big to smaller"
Going through a divestiture presents a unique set of both challenges and benefits.
Tailoring human resources and people management strategies through the transition can improve
customer service, positively impact employee morale, minimize disruption and redefine
organization structure.

5. MERGERS AND ACQUISTIONS AND HR IN EMERGING MARKETS 5

6. MERGERS AND ACQUISTIONS AND HR IN EMERGING MARKETS 6
References
Last Name, F. M. (Year). Article Title. Journal Title, Pages From - To.
Last Name, F. M. (Year). Book Title. City Name: Publisher Name

7. MERGERS AND ACQUISTIONS AND HR IN EMERGING MARKETS 7
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Tables
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Figures
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