- 1). Design a communication plan about the transition to keep employees informed of developments. If a merger or acquisition is the underlying reason for change, first review the information you are permitted to release. Some mergers and acquisitions are subject to strict confidentiality until the completion of due diligence processes. You may hear rumblings about the changes; however, human resources should correct inaccurate rumors immediately and provide as much information as is allowable.
- 2). Disclose the full details of the merger, acquisition or transition only when it's appropriate. Update employees on changes and communicate the advantages of being a part of a larger organization and the opportunities it provides to employees who are building their career with the business. Stress the benefits of the transition; however, be prepared to address questions about job security, uncertainty and reluctance among your current workforce. When you answer questions, redirect your response to the positive aspects of the transition.
- 3). Introduce your employees to practices that are common for large organizations. One idea is to meet with separate departments or focus groups of four to six employees and review the employee handbook. Explain how some policies for small companies differ from the policies and processes of a large organization. Point out the differences between sizes of departments, delegation and organizational structure. Employees who work for small companies often pitch in and help wherever they're needed; however, in a large organization, the roles are more clearly defined. Even though the offer to help is appreciated, when duties and tasks need to be completed within large organization, only those designated to fulfill that role are the ones who are responsible for the task.
- 4). Describe the structure of the large organization that may be acquiring the smaller company. Get employees accustomed to learning titles, responsibilities and hierarchy of the large company. Importantly, explain where your current employees fit in. Making a significant transition such as merging into a large organization can raise questions about job security. Assure your employees the transition won't have an affect on their jobs other than to position them in a company where they have many more resources available to them for professional development, training and even promotional opportunities.
- 5). Explain the history of the larger organization and its progression. In their research paper titled, "Sustainable Growth for the Small Business: A Theory of Organizational Transition," authors Eric Solymossy and Atilio Penna state: "Successful, large organizations don't 'materialize' out of thin air, they begin as entrepreneurial firms. Transitioning from an entrepreneurial to a larger organization is challenging to both the founding entrepreneur and the firm." This is an important point for your employees to understand because it draws a parallel between your small company and the larger organization. The point is that the large organization likely experienced growing pains, which is similar to what your employees might discover when they become employees of this larger entity.
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