Employees often imagine the worst in merger scenarios, one of the reasons why Aon South Africa has invested heavily into a multi-phase integration strategy after it acquired Glenrand M-I-B to engage employees, educate them on the benefits of the new combined company and get them excited about the opportunities for their career growth.
“Our strategy has been to deliver consistent and regular communication addressing the internal cultures and business environments across both businesses. Successful mergers are very dependent on employee buy-in andthe careful integration of culture and values. While natural attrition often happens in these situations based on people’s own personal decisions, we have been careful to make sure our focus extends beyond the systems and processes of the acquisition. It is a strategic imperative for us to keep our people motivated and engaged about the new opportunities that now exist for them with being part of a global company,” says Anton Roux, Chief Executive Officer of Aon South Africa.
With the acquisition of Glenrand M-I-B, AonSouthAfrica is now one of the largest providers of risk management services, insurance and reinsurance brokerage,humancapitalandmanagement consulting, and speciality insurance underwriting. The company employs more than 1500 professionals in its 17 offices in South Africa and over 2000 people on the African continent.
Putting people at the heart of the newly merged organisation has seen the global brokerage focusing on two-way communication, consultation, getting the ideas and concerns of the staff and feeding this back into the planning process. Building enthusiasm and motivation across the new organisation was also one of the key reasons why the entire staff complement of the merged entity was invited to the launch event in Sandton on 31 May. Chairman and CEO of Aon Risk Services, Steve McGill, also made a special trip to South Africa to meet staff and Aon clients, addressing critical issues such as leadership, the explosive growth in emerging markets, the plans for growth into Africa as well as addressing the new and daunting set of risks that apply to global markets and transforming economies.
“This was the ideal platform for each person to find out first-hand what the vision and plan is for Aon South Africa, to understand their role and contribution to the success of the new entity and importantly, meet their new work colleagues in a relaxed environment,” says Roux.
Since the announcement of the approval of the merger by the Competition Commission in mid-April, management and marketing teams have implemented a rapid communications strategy that will see Glenrand M-I-B fully integrated and branded under a single Aon South Africa brand within a six-week period. The more time that passes between the announcement of the acquisition and active, meaningful staff engagement, the more challenging the task of regaining footing becomes and this was a scenario that management wanted to avoid as much as possible.
“Most mergers focus on financial and business systems integration, which is operationally essential and key to creating a basis for success. However, we are committed to looking after the human factor and avoiding as much emotional disengagement as possible. Part of being able to deliver real value to our clients is having motivated and skilled employees – a drawn out acquisition process is not an option if we are to ensure delivery, resume decision making across the business and retain experienced people who need the security of knowing what their futures hold.
“We are aware that there are no magical solutions or silver bullets, however we have vigorously engaged with our employees and supplier teams to create a high degree of positive, engaged energy throughout the organisation. This is essential in the months ahead as the really hard work begins of delivering post-merger value for our clients and stakeholders. Most of all it’s an exciting challenge and journey that we want our people to be part of,” concludes Anton.
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