During the whirlwind of changes that impact employees during integration (after an acquisition), it’s important to establish and promote a primary channel/vehicle for regular updates to core leaders, i.e. managers and above.

My colleagues and I found that a common complaint is that there are too many discrete memo-announcements on individual HR and IT subjects during an integration, and managers and staff get overwhelmed as they accumulate the various information.

After the initial overview-of-the-integration communication is released early in the integration, move quickly to a weekly roll-up update for core managers. Keep each item brief with links to more information or related resources. This should greatly reduce one-off memos. Reminders should be a balance of verbal communications (from managers during staff meetings, for instance), posted notices, and reinforcement on the organization’s intranet . Minimize the repeated “push” communications via email; instead, tune managers into reading the weekly roll-up update.

A great way to format the weekly update is to divide the notices and information under three headings: “Take Action” or “Action Needed”  (when the reader needs to do something), “Need to Know” (for information the reader should pay close attention to), and “Other Updates.”   A fourth section often is a calendar of upcoming milestones and go-lives.

Our Transition screenshot-cropped

A weekly e-newsletter “roll up” update to managers helps to keep everyone on the same page during integration, and minimizes excess email traffic. Here’s two (above and below) I developed for recent integrations.

Integration Update screenshot

This series of blog posts explains what worked well (or didn’t) during the integration of about 2,000 clinicians, support staff and affiliated physician, at a prestigious hospital that became a part of our 33 hospital, 5-state health care system.

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