mergers and acquisitions hr strategies and best practices march the

mergers and acquisitions: hr strategies and best practices march 25 – 26, 2009 the Fairmont dallas dallas, texas a Hands-on woRksHoP FoR HR PRoFessionals! Did you know that more than 50% of all mergers and acquisitions fail to meet the anticipated financial and organization goals? For the real promise of “the deal” to be realized, Human Resources must play a critical role in addressing: ◾◾ talent and leadership capabilities ◾◾ cultural misalignment ◾◾ employee engagement ◾◾ executive deployment; and ◾◾ talent retention tHis woRksHoP PRovides PRactical advice, exPeRienced counsel and a wealtH oF knowledge FRom tHe leadeRs in tHe Field! mergers and acquisitions: hr strategies and best practices a two-day Workshop n march 25 – 26, 2009 n the Fairmont dallas n dallas, texas Mergers and Acquisitions are key tactics many companies use to achieve strategic goals and build shareholder value. They also create tremendous uncertainty about the goals, roles and responsibilities of key players. The Human Resources executive plays a critical role in planning and clarifying the integration planning and integration management processes. This includes addressing talent and leadership capabilities, cultural misalignment, employee engagement, executive deployment and talent retention. Experience and research reveals that over 50 percent of all mergers and acquisitions fail to meet the anticipated financial and organization goals. If the real promise of “the deal” is to be realized, it is imperative that the performance and measurement of business and human capital outcomes be realized as well. Workshop highlights include: ◾◾ Understanding the key critical success factors for successful integration of cultures and employees ◾◾ Determining important impact areas and roles for Human Resources ◾◾ Using best practices to select and assimilate leadership ◾◾ preparing employees to deal with the realities of mergers agenda-at-a-glance day one wednesday, march 25, 2009 7:00am – 8:00am Check-in and Continental Breakfast 8:00am – 12:00pm Morning Sessions 12:00pm – 1:15pm Lunch (included) 1:15pm – 5:00pm Afternoon Sessions 5:00pm Adjourn (Dinner on your own) day two thursday, march 26, 2009 7:00am – 8:00am Check-in and Continental Breakfast 8:00am – 11:30am Morning Sessions 11:30am – 12:45pm Lunch (included) 12:45pm – 2:00pm Afternoon Sessions 2:00pm Adjourn wHo sHould attend? ◾◾ HR Executives ◾◾ Integration Leaders ◾◾ Corporate Development and acquisitions ◾◾ Using case studies to apply workshop concepts and best practices while stimulating discussion and learning Professionals ◾◾ M&A Legal Counsel ◾◾ Financial Executives get PRactical advice, exPeRienced counsel and a wealtH oF knowledge FRom tHe leadeRs in tHe Field! daY one Human Resources leadership before, during and after a merger or acquisition: what separates the best From the Rest? Presenter: Jim Shanley, The Shanley Group and former Leadership Development Executive at Bank of America Human Resources leaders can play a pivotal role before, during and after a merger and acquisition. What do the best do? During this presentation you will: ◾◾ Explore the changing role of Human Resources in acquisitions and how the human resources emphasis of a deal has increased over time ◾◾ Review different Human Resources ◾◾ Share the ge cultural integration process alternatives during the negotiation stage ◾◾ Explore various frameworks and business models for mergers and acquisitions Jeffrey d. bucklew is the Manager of Executive Development at GE Corporate Headquarters. Bucklew joined GE in 1995 in the Human Resources Leadership Program (HRLP). While on HRLP, he worked as HR manager for GE Capital Auto Financial Services and then as the Integration Manager for a new GE acquisition in Italy. At GE Commercial Equipment Finance, he was Human Resources Manager for several acquisitions. Missouri. She came to Great Plains in 2005 after 25 years at TXU, a Dallas-based energy company where she served in various seniorlevel roles leading retail operations, global human resources and business services. Curry holds a Bachelor of Science in Business from Indiana University and a Master of Science in Management from the University of Texas. She is a Harvard Business School Advanced Management Program graduate. John Philbin is the co-founder of Strategic Talent Solutions. Philbin coaches and advises CEOs and senior business leaders on the talent needs of their organization, working to tie their business strategy to their people strategy. He works in the areas of leadership assessment and development and has developed and delivered cutting-edge executive development programs at a range of organizations including Blue Cross/Blue Shield, Great Plains Energy, PricewaterhouseCoopers, Sears and Whirlpool. John completed his PhD in Psychology at Loyola University. He is an adjunct professor at Northwestern University. ◾◾ Wrestle with the real-life leadership paradoxes leaders face during mergers and acquisitions lead during mergers and acquisitions case study: mergers are messy and other insights Presenters: Barbara Curry, Great Plains Energy and John Philbin, Strategic Talent Solutions In 2008 Great Plains Energy (GPE) successfully completed a complex acquisition, purchasing a provider of electric and gas services, and immediately sold a significant portion of the acquired company to a separate energy company, based in the Dakotas. While most research identifies cultural issues as the cause for post acquisition underperformance, GPE is ahead of its synergy capture targets because of the proactive efforts to identify the differences in people practices and culture, and the divergent employee expectations that grow out of these differences. The assessment and planning process allowed for effective business planning, talent deployment and cultural integration. The “twist” in the story was the additional complication created by the partnership with the third party. Each of the acquiring companies had their own agendas based on their own strategies, histories and cultures. This case study will highlight how roles evolved, agendas changed and how the stormy seas of a complex deal were navigated. During this presentation you will: ◾◾ Debate the HR leadership skills it takes to ◾◾ Discuss how to institutionalize the values and culture you will need in both the acquired company and the acquisition company to win in the marketplace case study: divest, acquire or build: global divestitures & combinations in a down economy Presenters: Kevin McManus, ConvaTec – formerly Bristol-Myers Squibb; George Brooks, Ernst & Young; and David Dysert, Ernst & Young Imagine you are asked to divest a multinational division of your company, then merge that division with an international acquisition and then build a combined organization, all within a matter of months. How do you do it? This case study will take you on a journey to help you understand how to activate all HR workstreams, in multiple countries, through all phases of the transaction lifecycle. During this presentation you will learn: Jim shanley leads his own consulting firm focusing on Executive and Leadership Development, HR Strategy and M&A cultural integration. He retired from Bank of America after a 20-year career with the company where he played a leadership role in growing the company from a small regional bank into one of the world’s largest and most profitable companies. At Bank of America, he led the cultural integration in more than 10 significant mergers and acquisitions, led a team of over 1,500 professionals and managed a budget in excess of $300M. case study: lessons learned from the Past two decades of mergers, acquisitions and divestitures at general electric Presenter: Jeffrey D. Bucklew, General Electric General Electric uses acquisitions and, increasingly, joint ventures to support its strategy for growth. The role of Human Resources in a variety of deals across different industries will be explored to analyze some of the common integration challenges and how they can be overcome. The importance of cultural integration and how it is integrated into the overall deal review process will be discussed. During this presentation you will: ◾◾ Divest – quickly and efficiently inventory Human Resources costs in 41 countries to support maximizing sales price and prepare for stand-alone operations ◾◾ Learn what the critical roles and ◾◾ Acquire – conduct comprehensive due responsibilities are that need to be clarified diligence and identify synergy opportunities with a multinational acquisition ◾◾ Gain an understanding of the model used to ensure effective integration new and unique challenges been “through the fire” barbara curry is Senior Vice President of Human Resources and Corporate Secretary at Great Plains Energy, based in Kansas City, ◾◾ Build – execute people strategy to ◾◾ Learn how a joint venture can create ◾◾ share the experience of people who have support new company’s mission, vision and goals ◾◾ Learn from real examples of successes and failures of over 100 acquisitions kevin mcmanus serves as the Senior Vice President of Human Resources for ConvaTec Inc., a leading global medical device company. McManus is responsible for leading a global team that delivers innovative HR solutions and services to this organization. Prior to assuming his current role he was Vice President of Human Resources for ConvaTec, which was a division of Bristol-Myers Squibb Co (BMS). While a member of the broader BMS HR team he supported several of the divisions within the pharmaceutical business including manufacturing, labor relations (NJ), US Pharmaceutical Sales, Global Marketing and the Global Drug Development organization in R&D. george brooks is the Global Leader of Ernst & Young’s Transaction Advisory Services Human Capital practice. He has more than 22 years of experience and advises companies through complex human resource initiatives in global transactions. Serving as a project leader, Brooks has significant experience with numerous multi-national transactions including carve-outs, acquisitions, mergers, financial turnarounds and spin offs. Brooks is both an attorney and a Certified Public Accountant. Ronan knox is a Partner of Oliver Wyman and is based in Chicago. Knox has more than 20 years of experience working with senior executives and their teams. He was a main board director of Kinsley Lord, the first specialist change management consultancy in the United Kingdom. Prior to that, he was Managing Director of the Marketing Solutions Group, which was acquired by Boase Massimi Pollitt, now part of Omnicom. At that time he was appointed to the PLC Board, with responsibility for group business development and acquisition. Throughout his career, he has worked with a wide range of business sectors in Europe and the US and has been involved in over a dozen mergers and acquisition. after a 20-year career with the company where he played a leadership role in growing the company from a small regional bank into one of the world’s largest and most profitable companies. At Bank of America, he led the cultural integration in more than 10 significant mergers and acquisitions, led a team of over 1,500 professionals and managed a budget in excess of $300M. Robert mayer is Vice President of Weis Builders in Minneapolis. He is the Chief Human Resources Officer responsible for development and implementation of HR strategies that have supported rapid revenue growth, geographic expansion and product expansion. Prior to joining Weis Builders, he held the top HR position at Packtion Corporation, a start-up funded by DuPont, Procter & Gamble and Morgan Stanley, and at CNA Insurance (Group Benefits). He also held the senior leadership role for HR Strategy and Development at Nationwide Insurance. david dysert is an Executive Director in Ernst & Young’s national Human Capital practice with over 18 years of transactions experience. Dysert has worked with numerous strategic and financial buyers and sellers including Fortune 100 companies, mid-sized public companies, private companies and private equity investors. case study and Practice application: From due diligence to Post merger integration Presenters: Jim Shanley, The Shanley Group and Robert Mayer, Weis Builders, Workshop Facilitators Your facilitators will lead an interactive discussion examining different types of integration practices. You will look at how well integration choices contribute to strategic goals and will apply research findings presented in the workshop to discuss the pros and cons in a “live” Case Study. Jim shanley leads his own consulting firm focusing on Executive and Leadership Development, HR Strategy and M&A cultural integration. He retired from Bank of America YouR woRksHoP cooRdinatoRs and FacilitatoRs aRe: Jim Shanley The Shanley Group Robert Mayer Weis Builders daY two beating the mergers and acquisitions odds: the critical Role of leaders Presenter: Ronan Knox, Oliver Wyman The data consistently reminds us of the high “failure” rate of mergers and acquisitions. Yet there are those organizations that manage to beat the odds. Ronan will share the research and hands-on experience of Oliver WymanDelta in working with Fortune 500 companies undertaking mergers and acquisitions and discuss what some of the more successful leaders are doing differently. He will outline an integration framework that helps leaders focus on the key issues and illustrate through examples the practical use of this framework. During this session, you will: RegisteR and make YouR Hotel ReseRvations eaRlY! mail to: Fax to: The Human Resource Planning Society HRPS Registration, 6871 Paysphere Circle, Chicago, IL 60674 312-673-6944 We only accept fax registrations with credit card information. ◾◾ Explore the critical elements of the businesses that need to be combined in a merger and acquisition identify the most common “seeds of failure” Questions? Just call HRPS at 800-337-9517 or 312-321-6805; however, please note that we cannot accept registrations via phone. web site: Hotel: www.hrps.org (online registration is not currently available) Please make your reservations directly with the hotel. The Fairmont Dallas 1717 N. Akard Street Dallas, Texas, 75201 Phone: 214-720-2020 The special HRPS group rate is $169 per night single/double occupancy. ◾◾ Discuss what often can get overlooked and ◾◾ Examine the importance of people, culture and “social integration” ◾◾ Review the role of leadership development in driving successful integration during mergers and acquisitions RegistRation Fees The workshop fee covers all workshop materials, refreshments and lunch. Fees are due and payable when you register for the workshop. Please notify us in advance if you have any special dietary requirements. RegistRation and cancellation Policies ◾◾ Register via the registration form in this brochure. You may mail your registration form or send it via fax to HRPS at 312-673-6944 (fax registrations must include credit card information). ◾◾ All cancellations must be in writing and are subject to a $250 administrative fee. ◾◾ Cancellations made during the 10 working days prior to the workshop will ReseRve YouR Hotel Room bY maRcH 3, 2009 The Fairmont Dallas will host the workshop. HRPS has arranged a special rate of $169.00 per night for single/double occupancy (exclusive of taxes). You are responsible for making your own hotel reservations. Please call 214-720-2020 and identify yourself as being with The Human Resource Planning Society to receive the discounted rate. The HRPS room block and rate is guaranteed through March 3, 2009, so be sure to make your reservations as soon as possible. forfeit the registration fee. You may substitute employees from within your organization if you are unable to attend. No-shows will not receive a refund. ◾◾ The Human Resource Planning Society is unable to assume responsibility for the purchase of non-refundable airline tickets in the event the workshop is full or is cancelled. sPace is limited – RegisteR eaRlY! Please register early, as space in this workshop is limited. Once the workshop reaches the enrollment limit, a waiting list will be maintained. You will be notified if you are placed on the waiting list. Questions? contact HRPs at 800-337-9517 or 312-321-6805. RegistRation FoRm mergers and acquisitions: hr strategies and best practices march 25 – 26, 2009 name n the Fairmont dallas n dallas, texas First name For badge two-daY woRksHoP Fee: title q $1,195 – HRPS Member q $895 – HRPS Enterprise Member q $1,690 – HRPS Non-member state/province zip/postal code country organization street address city phone Fax The difference of $495 between the member and non-member two-day workshop fee will be applied toward the many benefits of HRPS membership. The current membership fee is $495. e-mail address PaYment metHod: All fees must be paid in advance. q Check enclosed payable to The Human Resource Planning Society Please charge my credit card (check one): card number q American Express expiration date q Visa q MasterCard q Corporate q Personal signature date mergers and acquisitions: hr strategies and best practices march 25 – 26, 2009 the Fairmont dallas dallas, texas wHo sHould attend tHis woRksHoP? ◾◾ HR Executives ◾◾ Integration Leaders ◾◾ Corporate Development Professionals ◾◾ M&A Legal Counsel ◾◾ Financial Executives presort standard u.s. postage chicago, il permit no. 4184 Paid HRPs Headquarters 401 n. michigan ave. suite 2200 chicago, il 60611-4267 phone: 312-321-6805 toll free: 800-337-9517 Fax: 312-673-6944 e-mail: info@hrps.org Web site: www.hrps.org