Preparation for these ventures requires extensive prior planning, including the examination of human resource issues. Every area of HR responsibility needs to be examined for compatibility and potential liabilities. Assess the quality of both management groups to determine which individuals should fill the new positions and which positions need to be filled from the outside. Determine as quickly as possible who is to leave the new organization, especially at the upper and middle-management levels, not only from the humanistic standpoint, but from the cost perspective. Open the communication channels to explain the change, general facts about both organizations, changes in the firms' names, structure, management, possible reductions in staff, and how business will be conducted during the transition.
Time spent here is critical.
Ambiguity in the environment, structure or on individual relationships can cause anxiety, hostility, lack of cooperation, and turnover. Research suggests it is not the reduction or layoff that generates dissatisfaction and bitterness, but the way it is handled. The more time spent on planning, the fewer problems and crises and the less upset to the organization. Use diagnostic surveys to gather information. Use team-building interventions to discover and resolve root causes of conflict between groups.