Spring 2016 issue of Horizons

The failure to retain and engage key employees post-acquisition are key contributors to this lack of success. With early planning and effective communication, buyers can take steps to ensure key employees stay highly productive and engaged after the transaction.

Some organizations took it a step further, by assigning mentors to help throughout the transition. It is often said that transactions create uncertainty, and uncertainty is usually perceived negatively by employees. Frequent and forthright communication is a solution to such uncertainty. By clearly communicating the post-closing expectations of and benefits available to employees, as well as the motivations behind the transaction, buyers can appease employee fears while providing an environment which facilitates employee engagement and buy-in. While the good news is that M&A activity is at an all-time high, most studies show that the majority of acquisitions fail to achieve the buyer’s value proposition.

RubinBrown’s Private Equity Services Group RubinBrown offers private equity firms and their portfolio companies an integrated suite of business services aligned across the entire private equity life cycle.

Ben Barnes, CPA, CGMA Partner-In-Charge Private Equity Services Group 314.678.3531 ben.barnes@rubinbrown.com

Jeff Barnes, CFA Manager Private Equity Services Group 314.290.3276 jeff.barnes@rubinbrown.com

Jeff Sackman, CPA, CGMA Partner & Vice Chair Private Equity Services Group 314.290.3406 jeff.sackman@rubinbrown.com

Chris Milano, CFE Consultant Private Equity Services Group 314.290.3382 chris.milano@rubinbrown.com

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