Dilemma
“The company I work for recently acquired another company. As a result, we suddenly have a large group of new colleagues. Things have been a bit awkward in the workplace lately. The new colleagues are very different types than the group of people with whom we previously did our work. It seems as if the groups come from two different cultures. How do you ensure that the teams form one company?”
Woman, name and age known to the editors
Give and take space for ‘grief processing’
When two companies are merged, cultural differences will always arise or remain between the two groups of employees, HR advisor and reorganization specialist Saskia Groenveld sees in her work. In 2015 she did an assignment at ING, the bank that took over Postbank at the beginning of this century. “There employees still said ‘I am blue’ or ‘I am orange’.” The employees referred to the colors of the ING (orange) and Postbank (blue) logos.
“The feeling that you, as an employee, belong to a certain company is very strong,” says Groenveld. According to her, some people will always feel connected to the company where they traditionally worked. “They are often proud of where they have worked, and that becomes part of their identity.”
After a merger or takeover, employees must therefore be given space for ‘grief processing’, says organizational consultant Bart van Koningsbruggen. He guides companies that are going through major changes, such as a takeover or reorganization. “A change in the company can have a major psychological impact on employees,” says Van Koningsbruggen. “It can cause uncertainty, anxiety and stress. Especially when it concerns a change over which you have no influence.”
After a takeover, employees have to say goodbye to the way of working they were used to, says Van Koningsbruggen. In his work he therefore uses the word ‘bereavement’ explicitly with the staff who have to deal with the changes. “This is saying: this feeling is part of it, and give it time.”
It is also important for a company’s management to recognize that change is difficult, says Van Koningsbruggen. According to him, management must explain the usefulness and necessity of an acquisition or merger. Employees have the right to know what choices are based on, he believes. “Recognizing that these choices affect them is the best way for management to take people seriously in their profession. This makes it easier for employees to cope with the change.”
Give employees a say
What often goes wrong in mergers and acquisitions, says Groenveld, is that company management only pays attention to processes or team compositions that need to change. “The human side is underestimated.” According to her, the result is that employees have no say in all the changes. “While the input of employees can actually help to get through the period of change.”
The top layer of the company usually decides what new teams will look like, says Groenveld. Management cannot really allow employees to have a say in this. “But you can give employees a say when it comes to how you can turn two separate groups into one joint team.”
Van Koningsbruggen advises companies undergoing major changes to involve the works council or employee representation early and intensively. “This can help to create support for the changes that are coming. For example, by organizing focus groups or scheduling consultation moments where employees can express their concerns.”
In addition, says Van Koningsbruggen, it is smart as a manager to invest in a positive work culture. You can do this by organizing company parties and outings. “Sometimes you have to get people out of their modus operandi,” he says. “People who don’t really know each other sometimes never speak to each other in the workplace. At a company party, conversations between colleagues who don’t know each other well start more easily.”
According to Van Koningsbruggen, what can also help turn two groups into one team: as a manager, show that diversity has added value. “Ask employees how they think you can use the different (work) cultures to achieve a common goal and a great end result.”
Finally, says Van Koningsbruggen, as an employee you must also remain professional when a lot changes within your company. “This is part of how the economy works. It is not static. You cannot expect your work context to remain the same for the rest of your career.”
So
Change is difficult. Some people always have the feeling that they belong to one company and not another. Management therefore has an important role to play in the event of a merger. They must recognize that the changes have an impact on employees and involve them where possible in the choices to be made. It is important for employees to be realistic: change is part of the economy, and therefore also part of work.