Changing loyalties
FIND THE common thread between these two statements:
When animals perceive a threat, their bodies release a hormone called adrenalin, which activates what is known as the `flight-or-fight' syndrome.
"Workers shall not lose their jobs and cadres and gross emoluments will be unaffected. Upon closure of the transaction, based on requirements and performance, suitable employees shall be absorbed."
Answer: Merger and Acquisition (M&A).
Congratulations to all those who got it right! However, if you are eager to ask me: "OK, I understand that quote which sounds like the joint statement released on the eve of an M&A. But, what's that about animals and adrenalin?"
Then, let's try this:
Robert Half International Inc reports that when executives were asked to cite their greatest anxiety, job loss due to a merger topped the list. Slightly more than half (51%) said the fear was their primary concern!
Another research showed that after a merger or acquisition, employees felt "the more they had to adapt to new policies, pay scales and technology systems, the more threatened and less committed to their 'jobs they became'".
In other words, as soon as one utters `M&A', most employees get a warning bell, see red and experience deep stress, all at the same time. Mergers and acquisitions raise concerns over employees' issues, which unfortunately are not tackled honestly. Let's see how you can turn such situation in your favour and move on with your life. Remember these key words and you will never go wrong.
Planning: Planning involves not just the quintessential long-term planning but also short term survival effort. List your networking contacts, lookout for alternative jobs and set aside some money for any unforeseen crisis. Do not get overwhelmed by the situation, however.
Integrity: Professional integrity is the key in such difficult situations. You need to satisfy your current employer. Concurrently, prepare to work for another. All decisions must be taken keeping in mind the long-term repercussions and also the fact that the management is all set to change hands. Demonstrate that you are ready for any kind of challenge and additional responsibility.
Tact: That's what you should employ when dealing with matters concerning merger or acquisition. Do not broach the merger deal in your private talk. Certain details might derail the process. At the same time, avoid coming down too strongly on the acquiring company and being overtly judgmental.
Empathise: The first word that springs to any employee's mind when he hears M&A is `Layoff'. And, rightly so. Layoffs are common, in spite of all the statements denying the same. If your colleague is losing his job, but you are not, don't get carried away by the relief. Sit with your colleague and offer him some words of encouragement.
Change: A new management implies new policies, new culture and new relationships. Be ready to embrace them. Change is inevitable when it comes to M&As. Mentally preparing oneself for the new challenges is the first step to actually embracing change.
Red: Yes, you need to recognise red when you sense it. Don't assume your job is safe simply because you are efficient. Your department or your job role might get scrapped, not because it is incompetent but because it is no longer required in the new scheme of things. Danger signals at work might include being refused plum assignments, negative grapevine and a feeling of uneasiness at work or around your boss.
Leadership: Try donning the leadership cap by motivating your colleagues to work for the new team. It not only helps your colleagues take better control of the new situation at a critical juncture but also allows the new employer know that you are ready to accept change and do make positive adjustments to your work life.
Get philosophical: This works wonders. "Man will not merely endure, he will prevail." Understand that you have the capability to survive and believe in yourself.
Nothing can stop you now!
HAJIRA SHAHEEN
faqs@cnkonline.com
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