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We’ve looked before at the significance of employee engagement in our article: How important is company culture to staff engagement? Improving employee engagement increases motivation and in turn productivity. But how can you achieve this in PMI or other disruptive scenarios?
A few years ago, I was asked to help with a troubled PMI project - the project and technical leads both demonstrated communication issues; as in they didn't listen to the tech staff from an acquired business. There were concerns that their behaviour was harming the relationship between the technology teams who had only recently met.
Every company has its own set of characteristics. These may have evolved over many years or been the same since an organisation’s inception.
A company’s character or culture is the intangible ethos that drives it as a business. It’s about how groups of people interact with each other and the values they share. Your company culture is a strong influence on how your employees do their jobs and the attitude they take towards you, their employer.
The post-merger integration phase is a tricky time for all businesses.
In this crucial period, you need your teams to be motivated – yet this is just when staff morale can drop, if not handled carefully. If one employee is feeling demotivated this negative attitude can spread to their colleagues.In a situation like this, action needs to be taken swiftly to avoid one person dragging a whole team down.
A fаѕt grоwth business sounds great right? Revenues are up, your getting the media attention – hell you might even be famous in your sector. We see businesses that have thrived and failed off the back of rapid expansion. Uber for example has had stratospheric growth – however it continues to struggle with its internal organization.
How often is an organization praised for its people management? Not nearly enough, but that’s beginning to change as companies start to see parallels between customer experience and employee experience.
Topics: Team Management
Today’s technology departments are generally made up of people from diverse backgrounds and of different ages.
When you merge two companies, it’s not just two technology environments (or more) that need to become one; you’re also bringing together groups of people from varying backgrounds. Sometimes the acquiring and acquired company can be very similar in culture and ethos - but more often they can be poles apart.