Focus on Comp and Benefits Programs Key to M&A Success

According to a press release, Hewitt’s July M&A survey of 103 companies around the world revealed those that exceeded their transaction goals exhibited four key characteristics for how they approached their total rewards strategies: focusing on liabilities in due diligence; looking at total rewards in aggregate; being deliberate about talent retention; and being well-equipped, highly-focused, and effective.  

The “overachiever” companies gave extra attention to total rewards elements in due diligence that are most likely to create liabilities, including employment contracts, change-in-control and severance agreements (95%); executive compensation (90%); defined benefit retirement plans (79%); and executive benefits and perquisites (74%).  

The survey found that during the purchase agreement stage, more than two-thirds (67%) of successful organizations provided compensation and benefits similar to those of the acquired company for a set time after close. This broad commitment helped ensure employees didn’t experience a loss in the value of their rewards because of the acquisition—a core concern of most employees. These organizations were also more likely to make similar commitments for their employees in a divestiture situation (69%).   

Most successful companies (63%) also examined compensation and benefits together and as part of a larger reward strategy after the deal closes. These companies looked for tradeoffs that enabled increases in some areas of benefits and compensation to be offset by decreases in other areas, Hewitt said.  

More than three-quarters (77%) of all companies identified retention packages among the most effective tools in retaining top talent during a transaction. However, successful companies typically developed packages that were contingent upon the achievement of post-closing metrics and in all instances, the retention bonuses were payable within three years. These packages were also often offered much deeper within the organization—below the senior executive level.   

Beyond specialized retention packages, the survey shows that companies that exceeded their deal objectives also paid more attention to areas such as role selection and identification of high-potential talent.