In periods of significant global change, many organisations will be confronted with some form of transformation such as shifts in strategy, restructuring – or ultimately, a merger or acquisition. In such events it’s inevitable that employees will be affected and while engaged employees can be a powerful asset during times of such change, disengaged employees can become an even greater liability.
Our increasingly interconnected and globalised world is currently experiencing a period of major transition – from the rapid growth of technological advancements which may render millions of jobs obsolete, to populist movements gaining momentum and raising concerns about job security and the ability of companies to attract and retain talent from across borders.
This white paper assesses the impact of a merger or acquisition situation upon the employees who are ultimately required to drive value throughout these periods of change.
With ‘employee engagement’ defined as the level of an employee’s psychological investment in their organisation, we review the impact of a merger and acquisition situation upon:
- The engagement of employees among those who are highly affected by the change and those who are least impacted
- The impact on highly engaged and actively disengaged employees
- How engagement levels fluctuate over time and how management can decrease the depth of the engagement dip and/or accelerate time to recovery
- How the top five employee engagement drivers differ in times of change vs times of stability.
Our research has identified five tangible steps organisations can use to assess, understand and take action on the engagement levels of employees as the organisation undergoes strategy transformation. The white paper also discusses four key themes that are most important for employees undergoing change.
To download your copy of the Aon Hewitt white paper ‘Managing engagement in times of change’, click here.