a. I don't want to lose my job!
b. I hope they eliminate my job and give me a big severance package!
c. I wonder if there's a place in the new company for me.
If you answered "a" or "b" it's time to update your resume. You may be among those who are about to be laid off. And don't bet on getting a nice severance package!
If you answered "c" you can improve your chances of surviving the merger and even thriving in the new company.
Training professionals who have survived a company merger or acquisition say there are several things you can do to improve your chances of being a survivor.
Most employees react to the news of an impending merger or acquisition by resisting change. They are afraid to act so they do nothing at all.
Survivors view change as an opportunity for learning, growth and advancement. Be willing to act when faced with ambiguity and uncertainty. "When things are 'unfrozen' you can have an impact beyond the normal if you have the guts to do it," advises Diane Deaton who has survived several mergers and is senior director of human resources in the Kansas City, MO division of an international firm. "Figure out what is right for the company and who you need to influence to get things done."
After her company merged with another in Hershey, PA, Elizabeth Ackerman accepted a system-wide role in which she directed a team responsible for training front-line staff. Ackerman says, "Being able to accept a new or changed role is a must, even if the future outcome is unclear. You have a greater chance not only for survival, but also for professional advancement."
Being open to change is only part of the formula for survival. You should position yourself as someone who supports management's goals and objectives during the transition.
Ackerman says, "The more visible and helpful you are in helping the organization adapt to the change, the more opportunities will arise and the higher your chances for retention become."
Visibility helped Deaton become a member of the human resources leadership team during the transition period because senior management knew who she was and what she had accomplished. Deaton advises others to "be able to function as a team player during the transition. Form new relationships and collaborate with others to create something new."
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