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Risk or reward—that’s the key question HR due diligence aims to answer when evaluating human capital before a merger or acquisition. Do the assets outweigh the liabilities? What risks are hidden? How can talent and leadership be maximized? What happens after the deal closes? How well will teams, systems, and cultures integrate? Will the deal create value, or will it des
troy it?Thorough analysis allows HR professionals to play a critical role in shaping the success of a merged organization. Ignoring these key factors, however, can risk the entire future of the b
usiness.The numbers speak for themselves: Over 70% of acquisitions