During a Merger, You Offer More Than a Training Course

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Working at a company that is going through a merger or acquisition can be extremely nerve-wracking. There may be layoffs, employees may have a new team and manager, and the processes may be very different than what people are used to. Learning and development leaders can make the process less taxing for employees by leading with empathy. In A Learning Leader’s Guide to Mergers , DJ Jaeger shares how.

Working at a company that is going through a merger or acquisition can be extremely nerve-wracking. There may be layoffs, employees may have a new team and manager, and the processes may be very different than what people are used to. Learning and development leaders can make the process less taxing for employees by leading with empathy. In A Learning Leader’s Guide to Mergers, DJ Jaeger shares how.

M&A Stages and L&D

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L&D teams may not be the first ones brought into the room when executives are discussing an M&A. However, given their importance in getting employees up to speed in the new organizational environment, L&D teams play a critical role. As Jaeger writes, “If learning leaders are brought in at [the due diligence] stage, they can help identify areas of redundancy, risk, or opportunity within the acquired company’s learning infrastructure.”

L&D teams may not be the first ones brought into the room when executives are discussing an M&A. However, given their importance in getting employees up to speed in the new organizational environment, L&D teams play a critical role. As Jaeger writes, “If learning leaders are brought in at [the due diligence] stage, they can help identify areas of redundancy, risk, or opportunity within the acquired company’s learning infrastructure.”

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During the pre-close stage, L&D teams can map out a high-level plan that outlines the learning platforms each organization has, identifies the team structures that will be affected, and determines what content is business-critical.

During the pre-close stage, L&D teams can map out a high-level plan that outlines the learning platforms each organization has, identifies the team structures that will be affected, and determines what content is business-critical.

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And when organizations are integrating, L&D teams can plan for compliance training, re-onboarding, creating tutorials for new systems, and simply sharing information with staff about products and services.

And when organizations are integrating, L&D teams can plan for compliance training, re-onboarding, creating tutorials for new systems, and simply sharing information with staff about products and services.

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Post-integration, L&D can ensure that training aligns with the strategy and vision of the newly formed organization.

Post-integration, L&D can ensure that training aligns with the strategy and vision of the newly formed organization.

Culture

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Jaeger shares her experience during an acquisition, anticipating different learning content and platforms. However, “what I didn’t expect was how dramatically two company cultures could shape the learning experience.”

Jaeger shares her experience during an acquisition, anticipating different learning content and platforms. However, “what I didn’t expect was how dramatically two company cultures could shape the learning experience.”

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Even when two companies are, for example, fast-paced and innovative, one company’s learning may focus on self-paced e-learning, while the other uses instructor-led training. One company’s employees use Slack threads, while the second uses more formal communication vehicles and updates.

Even when two companies are, for example, fast-paced and innovative, one company’s learning may focus on self-paced e-learning, while the other uses instructor-led training. One company’s employees use Slack threads, while the second uses more formal communication vehicles and updates.

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Jaeger recommends holding off on suggesting an action plan immediately, writing, “Instead of approaching stakeholders with my ideas of what would be beneficial for everyone, I sat back and listened to their concerns and heard what they needed to share with me.” Rather than one organization’s way of doing something, what may result is a new, co-created way of doing things.

Jaeger recommends holding off on suggesting an action plan immediately, writing, “Instead of approaching stakeholders with my ideas of what would be beneficial for everyone, I sat back and listened to their concerns and heard what they needed to share with me.” Rather than one organization’s way of doing something, what may result is a new, co-created way of doing things.

L&D Operations

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To move forward successfully through an M&A, L&D leaders should conduct an audit of L&D’s systems, content, and people.

To move forward successfully through an M&A, L&D leaders should conduct an audit of L&D’s systems, content, and people.

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If you’re integrating learning management systems, consider:

If you’re integrating learning management systems, consider:

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  What content is proprietary and what is third-party licensed?

  What content is proprietary and what is third-party licensed?

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  Where or with whom is the documentation for managing the LMS?

  Where or with whom is the documentation for managing the LMS?

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  Have you considered a data export plan?

  Have you considered a data export plan?

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  Are administrative credentials required to access systems?

  Are administrative credentials required to access systems?

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  Are there pending compliance deadlines or certifications in progress?

  Are there pending compliance deadlines or certifications in progress?

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With everything that employees have on their minds about the M&A, the last thing they need is for their learning data to go missing. To help ensure that doesn’t happen, “choose a unified LMS or develop a short-term bridging plan if immediate unification is not yet possible,” writes Jaeger. As you merge content libraries, check for version conflicts, archive duplicative content, and preserve learning achievements. Maintain audit trails on compliance records.

With everything that employees have on their minds about the M&A, the last thing they need is for their learning data to go missing. To help ensure that doesn’t happen, “choose a unified LMS or develop a short-term bridging plan if immediate unification is not yet possible,” writes Jaeger. As you merge content libraries, check for version conflicts, archive duplicative content, and preserve learning achievements. Maintain audit trails on compliance records.

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The L&D teams themselves will bring unique skills and mindsets to a merger, as well as their own fears: Will we lose our identity? Have we become redundant?

The L&D teams themselves will bring unique skills and mindsets to a merger, as well as their own fears: Will we lose our identity? Have we become redundant?

Designing Development and Training Materials

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Contrary to some beliefs, employees from the acquired company do need to be onboarded again. Their benefits may be changing, processes and systems may appear differently, and organizational values and priorities may have shifted.

Contrary to some beliefs, employees from the acquired company do need to be onboarded again. Their benefits may be changing, processes and systems may appear differently, and organizational values and priorities may have shifted.

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Consider tailoring content to new structures and keep onboarding short and focused. Offer flexibility where possible, including deadlines.

Consider tailoring content to new structures and keep onboarding short and focused. Offer flexibility where possible, including deadlines.

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In other training areas, what do employees need to know and be able to do today and in the next week, and what can be addressed later? Think compliance and security. What are they now responsible for, and to whom do they report?

In other training areas, what do employees need to know and be able to do today and in the next week, and what can be addressed later? Think compliance and security. What are they now responsible for, and to whom do they report?

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Given myriad changes for employees, you can help them learn what is changing and familiarize them with new people and procedures. Include talking head videos from leaders, for example, and add spaces for questions and feedback within the LMS.

Given myriad changes for employees, you can help them learn what is changing and familiarize them with new people and procedures. Include talking head videos from leaders, for example, and add spaces for questions and feedback within the LMS.

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As you create development assets, remember who you’re creating them for: employees who are people. Create and lead with empathy and emotional intelligence.

As you create development assets, remember who you’re creating them for: employees who are people. Create and lead with empathy and emotional intelligence.