Barclays Lehman Hrm Challenges

2. When an acquisition takes place, there is usually a lot of concern on behalf of all the company’s employees.  Not only the company that is being acquired also by the company that is doing the acquisition.  Usually there will be jobs lost, consolidation of positions, promotions, demotions, etc. It is the responsibility of the Human Resources Department to ensure

In terms of people management the railway equipment industry gives credit to not replace existing staff when there is a merger. This is an asset because existing staff can form the other ones on manufacturing methods and share best practices. BBD named it “tried and tested management approaches”.

First, we would perform a thorough stakeholder analysis and define the roles and responsibilities of each. Secondly, we would engage these stakeholders (e.g. patients, board members, employee, physician, local community leaders) in constructing the vision and strategic goals of the merged entity. Thirdly, the deployment of specific human capital management strategies would be a

In this assignment I have looked at strategic human resource management perspective in Marks and Spencer. Before move on the strategic human resource management, let us have a brief introduction about Marks and Spencer. According to the corporate website Marks and Spencer, started its business as a single market stall and grown to become one of the UK’s leading retailers of clothing, food, home products and financial services. Marks and Spencer employs 78,000 in the UK and abroad, have more than 700 stores and serve over 21 million customers every week. Marks and Spencer strongly committed to provide high quality products as premium prices. The company has an established brand name and exceptional financial turnover of £8 billion in 2012 (About Us, 2014).

Mergers and acquisitions have become a growing trend for companies to inorganically grow a business within its particular industry. There are many goals that companies may be looking to achieve by doing this, but the main reason is to guarantee long-term and profitable growth for their business. Companies have to keep up with a rapidly increasing global market and increased competition. With the struggle for competitive advantage becoming stronger and stronger, it is almost essential to achieve these mergers. Through research I will attempt to dissect the best practices for achieving merger success.

Due to the diversity of the cultures in the merged organizations, the management team has to facilitate a working culture in the new organization. Each organization

Question 1 Several factors have been proposed as providing a rationale for mergers. Among the more prominent ones are (1) tax considerations, (2) diversification, (3)

Mergers and acquisitions are a stressful time for any company, regardless if they are the purchaser or the company being acquired. It is important to remember that the goal of this acquisition is meant to positively impact both companies and every one involved is responsible for continuing to bring the customers value. Every department involved is going to have a unique set of challenges and the human resources department is no different. Human resources are going to be responsible for managing any problems regarding employees as this merger continues. In order to prepare for any anticipated problems this report is going to focus on three specific areas; sharing information with employees, managing personnel changes and lastly managing geographical consolidation.

Leading by example is the most effective way to produce results. The middle managers in most companies are more approachable than top management; therefore it is imperative that middle managers are on board with the new vision of the company and display this in a positive way. While the merger is occurring it is essential to build a team atmosphere, full of open communication, honesty, and teamwork. Each employee from both companies should feel as though their positions is important, and their cooperation is essential to the success of the forming company. Once the merger is complete, it is all about the new culture, staying visible, approachable, and communicating information early and often (Bolton & Lewis, 1998). Aside from ensuring employees are blending well, it is important to focus on patient care. There will be changes implemented at every phase of the merger, but it is important not let misunderstandings, or issues within the staff affect the quality of care given to the patients.

Mergers and acquisition plays an important role in survival/vitalization of a corporation in today’s market. It continues to be a breakthrough strategy for improving innovation of a company’s product or services, market share, share price etc.

The practise of Human Resources is moving from the traditional forms of managing people to a more strategic form whereby the Human Resources function is closely linked with organisational performance and success. This strategic form of human resources has increased the need for the Human Resource professional to understand the linkages between Corporate Strategy, Human Resource Strategy and Employee Integration.

The employees are supposed to have alarming beliefs and questionable attitudes toward the merger and if those attitudes do not get properly managed, it will badly affect the company’s performance. The most questionable attitude in this case could be employee’s perception toward management decisions as it could a sense of uncertainty within them. They become more sensitive to their future as any uncertain thought about company’s decisions and actions could let them thin that their job is at stake. Thus staff turnover is quite probable as no employee could thrive in uncertain work environments. Differences in opinions, either professional or technical could also result in employees’ frustration and developing angry attitude resulted by genuine work complaints (Nelson, D. & Quick, J., 2006)

In today’s highly competitive world market, companies are intensely pressurized to survive any possible failures caused by their external threats and internal weakness. Coming with the intense competition in the world market are the changes in many aspects such as technologies, customer demands and customer tastes. All these dynamic factors have all combined to make the originally shrinking world market share much smaller, and make the intensive competition all the more fierce. The adaption to this changing wave of the highly competitive world market requires a willingness and real strategic actions of companies to make internal changes so as to be adapted to the world market to maintain the very survival of theirs. Generally speaking, such a desire and those actual strategies come from nowhere but within the companies internally. The following essay aims at exploring the extent to which the changes in Human Resources Management has contributed to the competitiveness on Marks and Spencer’s (M&S) after 1997, its crisis of describing by analyzing the HRM problems with which M&S was faced, by evaluating the approaches made by M&S to HRM change, which this article will argue it played a large role in enhancing the overall competitiveness of M&S in the global market.

Clearly, the benefits of Barclays PLC & Lehman Brothers mergers are numerous, but to examine those benefits in the context of the use of human being resource management. Organizational mergers are examined from three perspectives: management, the employee, and the human resource management function cited by (Kets First State et al. 2007, P: 11-L).

Organisations see M&A as a fast and efficient way to expand into new markets and incorporate new technologies (Schuler & Jackson, 2001). M&A have a high level of success, nonetheless, failures in an M&A deals are also inevitable. According to Schuler & Jackson (2001), a substantial number of financial and market factors can actually be traced to the negligence of human resource issues and activities.