There are ways to ease the pain of a merger

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The merger happened swiftly. At first it seemed like everything would be OK. People in the acquired company would just keep doing what they've always done. No one would lose their jobs. But it wasn't to be. Friends got the axe, pay scales were changed, and responsibilities were changed. Nothing would ever be the same again. The place looks and feels like a morgue. Empty desks, empty looks, people huddled in corners whispering. The mourning has begun.

The death of an organization, whether it's been acquired, goes out of business, or is reorganized, is a lot like losing a loved one. The grieving process is similar. For example, listen in to hear the feelings:

Anger: "I worked my whole life in this job and this is the thanks I get!"
Fear: "Am I next? I'm keeping my head down and my mouth shut!"
Guilt: "I should have seen it coming. If I had only landed a few more accounts..."
Shame: "I'm a failure. No one in my family has ever been demoted."
Apathy: "Why should I care? This new company isn't my company any more."
Desperation: "If I get more paperwork done and come in earlier and stay later maybe I can dodge the next bullet."

In order to let go of the old and accept the new order of things, the loss needs to be acknowledged. When you lose a loved one, you'll often hear people comment, "Be strong. Get on with your life and put it behind you." As if to say forget it and it will go away. Grief counselors know that's not the way it works. Loss needs to be worked through. Ignoring it only makes it resurface again and again. It's the same with loss at work. People's egos, self-esteem and dignity are damaged and productivity can't be regained unless steps are taken to help people repair the damage.

Here are some tips for organizations and managers to help ease people through the reality of a significant workplace loss/change:

1.      Talk about what the employee feels is being lost. Encourage him or her to express what they are feeling, so the reality will come to the surface where it can be dealt with.

2.      Honor the old. Talk favorably about what used to be and don't degrade it or inadvertently insult the people whose lives were devoted to doing it the old way.

3.      Use a goodbye ritual. For example, if you're moving to a new location, gather photos of the old building and put them on a bulletin board for a toast and a farewell. Reminisce about the good times and the accomplishments and it will be easier for people to close that chapter of their lives.

4.      Listen. Postpone your own agenda if you must but convey a sincere interest in people's feelings.

5.      Avoid telling your own war stories about your past losses. Stay with them in their own situation. Be careful about one-upmanship about who's had the worse loss or change.

6.      Give them as much information as you can about the new work situation as fast as you can. Be as open and honest as possible. Paranoia and cynicism will be a common response, but disclosure will help to diffuse it.

7.      Provide support systems to help people with new expectations. Provide training and job aides to help them learn their new jobs.

8.      Make an effort to keep physical surroundings pleasant and as good or better than what they lost.

9.      Provide plenty of orientation about the new systems and procedures. Where two systems are merging, create teams of people from both companies to determine which parts of both systems to keep, so there is less feeling of winners/ losers.

10. Create opportunities to socialize between groups and meet face-to-face. Pair up people to work together to get to know each other on a personal level.

11. Where two systems exist (such as benefits), chose the best of the two to implement for everyone, where possible.

12. Assist employees who aren't adjusting by providing outside resources to help them personally adjust to the changes.

13. Create new rituals and traditions.

Change is never easy, but people who are dealt with in a caring, respectful, dignified way will put the past behind them more quickly and become productive faster.

Internal Consulting Skills for HR Professionals is Joan Lloyd’s intensive, interactive full-day workshop for HR practitioners.  Human resources professionals—both functional experts and generalists—have a new found opportunity to act as internal consultants who can help their organizations with organizational changes, performance coaching, conflict mediation and other value-added services. This workshop focuses on giving HR professionals the tools and strategies they need to help their organizations as well as advance their careers.

As a participant, you will have an opportunity to work on the problems and opportunities you face in your own organization, as well as to hear innovative ideas from other organizations.  Few training opportunities provide this level of intimate, hands-on experience. Call us for information about having Joan Lloyd work with your HR Team (800) 348-1944.  (Occasionally, we run this workshop as an open enrollment training offering.  Subscribe to Joan Lloyd’s “Article of the Week,” where we announce these sessions, as they are scheduled.)