Question

The leadership of a medium-sized technology company has determined that the most viable option to expand their product line is to merge with an existing, larger company. HR is part of the team conducting due diligence for the merger. One item that concerns HR is the different approaches the companies have to work/life balance. The employees of the old company feel that they are treated unfairly because pay, benefits, and working conditions are different within work groups. HR believes that the new company should have a blend of the cultures and the benefits of the two companies.

HR is responsible for communicating the decision to the current employees and developing a timetable for the integration. Employees are excited to join the larger company, based on rumors of better pay and benefits with the new organization.
The new company is ready to reduce redundancy in key leadership positions and develops a work group to identify positions for elimination. After identifying duplicate positions, managers must recommend individual employees for termination.
The merger of the two companies is underway, and HR has been asked to develop organizational effectiveness measures to improve performance and productivity. HR has undertaken the OED process.
One group has declined in performance, productivity, and profits. The leadership team has asked HR to review the situation and provide a recommendation. The manager of this group has a reputation of having an abrasive management style.
Leadership has tasked HR with outlining an effective change management plan. What is the first thing HR should do to help manage the change in the organization?

A. Communicate the change management plan to all of the employees.
B. Measure the effectiveness of the change.
C. Consult with the organization's leaders to identify potential gaps in culture and processes.
D. Conduct a survey of the industry, asking specific questions about merger activity successes

Answer 1

To manage change during the merger, HR should consult with leaders to identify cultural and procedural gaps as the vital initial step, which paves the way for effective integration and transition planning.

Step-by-step explanation:

The first thing HR should do to help manage change in the organization is C. Consult with the organization's leaders to identify potential gaps in culture and processes. This step is crucial for understanding differences in the existing workplace cultures and practices between the merging companies. Addressing these gaps early is key to developing a change management plan that is more likely to be effective and minimize resistance.

Once the potential gaps are identified, HR can strategize on integrating the different cultures and work/life balance approaches, thus preparing a smooth transition for employees. Communicating plans to all employees and measuring the effectiveness of these changes come subsequently after careful planning and consultation.