Build a register of the risks attaching to change in mergers and acquisitions and keep it current.
Managing Change in Corporate Mergers and Acquisitions
Learn to design, measure and defend your organisation's approach to change in mergers and acquisitions.
📍 Tripoli🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
People decide what change in mergers and acquisitions really means by watching who gets promoted. The organisation's reputation as an employer is built or lost through mergers and acquisitions. Participants finish able to explain this part of people management and development to a non-specialist audience without losing precision. It suits anyone whose decisions touch change in mergers and acquisitions, in large organisations and small ones alike. Each session closes with a decision the participant must justify about this aspect of people management and development in their own setting. The professional literature on mergers and acquisitions converges on a small set of controls that reliably work. Most organisations already have a policy on change in mergers and acquisitions; far fewer can show it working. The course covers mergers and acquisitions at the level of detail needed to act, and stops there. The final module sets out how progress on this area of people management and development will be evidenced six months later.
Expected Learning Outcomes
Build capability in mergers and acquisitions across the management line, not only in the people function.
Design a policy on change in mergers and acquisitions that is fair, lawful and actually usable by line managers.
Translate policy on mergers and acquisitions into procedures that hold up under day-to-day pressure.
Structure records relating to change in mergers and acquisitions so they satisfy legal and privacy obligations.
Build the evidence base on mergers and acquisitions from data the organisation already collects.
Establish what evidence would demonstrate that change in mergers and acquisitions is under control.
Who Should Attend
Managers with direct responsibility for change in mergers and acquisitions within the workforce.
Internal communications staff explaining mergers and acquisitions to the workforce.
Learning and development officers building capability in change in mergers and acquisitions.
Human resources managers and business partners responsible for mergers and acquisitions.
Recruitment and resourcing staff affected by change in mergers and acquisitions.
Public sector officials applying mergers and acquisitions within a regulated framework.
Course Modules
Change in mergers and acquisitions: the manager conversation that decides the outcome
2 sessions · 8 pointsSession 1Keeping records on change in mergers and acquisitions that are lawful and useful
- Identify the data the organisation already holds that bears on change in mergers and acquisitions.
- Distinguish symptoms from causes when mergers and acquisitions underperforms.
- Confirm records relating to change in mergers and acquisitions meet retention and privacy rules.
- Define who decides on mergers and acquisitions and who may only recommend.
Session 2Costing mergers and acquisitions honestly, including the cost of inaction
- Assign responsibility for keeping documentation of change in mergers and acquisitions current.
- Ask employees what mergers and acquisitions feels like from their side.
- Map the handovers in change in mergers and acquisitions between functions and secure them.
- Build the appeals route for mergers and acquisitions and publish it.
Mergers and acquisitions: evidence, data and honest measurement
2 sessions · 8 pointsSession 1Piloting a change to mergers and acquisitions before committing
- Confirm that contractual obligations around change in mergers and acquisitions are understood.
- Estimate the cost of mergers and acquisitions and the cost of leaving it unchanged.
- Set escalation thresholds for change in mergers and acquisitions that work out of hours.
- Close out actions on mergers and acquisitions rather than leaving them open indefinitely.
Session 2Moving mergers and acquisitions from approval to execution
- Draft the minimum viable people policy for change in mergers and acquisitions.
- Name a single owner for each element of mergers and acquisitions.
- Set the annual review point for change in mergers and acquisitions and who attends.
- Plan the sequence in which improvements to mergers and acquisitions will be introduced.
Mergers and acquisitions: fairness, equity and consistency
2 sessions · 8 pointsSession 1Building the method for mergers and acquisitions step by step
- Check that change in mergers and acquisitions complies with current labour regulation in every location.
- Arrange the handover of mergers and acquisitions so capability survives staff changes.
- Record what was learned when change in mergers and acquisitions did not go as planned.
- Identify single points of dependency in mergers and acquisitions and reduce them.
Session 2Reviewing change in mergers and acquisitions against what actually happened
- Plan succession for roles most exposed to change in mergers and acquisitions.
- Design the communication for mergers and acquisitions around the questions people will actually ask.
- Set the consistency check that catches uneven application of change in mergers and acquisitions.
- Identify where judgement in mergers and acquisitions is legitimate and where it is not.
Mergers and acquisitions: exceptions, appeals and difficult cases
2 sessions · 8 pointsSession 1The decisions in mergers and acquisitions that cannot be delegated
- Pilot changes to change in mergers and acquisitions in one area before wider rollout.
- Prepare the response for the most likely failure in mergers and acquisitions.
- Compare intended and actual outcomes of change in mergers and acquisitions honestly.
- Script the difficult conversation mergers and acquisitions requires and rehearse it.
Session 2Appeals and grievances arising from mergers and acquisitions
- Document the reasoning for every exception granted under change in mergers and acquisitions.
- Review mergers and acquisitions for unintended equity effects across groups.
- Collect evidence on the present handling of change in mergers and acquisitions before proposing changes.
- Confirm that those complying with mergers and acquisitions understand why it exists.
Choose the package that suits you
Silver Package
At least 3 people
USD1,250
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Gold Package
At least 3 people
USD1,850
- 5-night stay in a 5-star hotel
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Complete your registration
We will contact you within one business day to confirm.