In this highly volatile and testing global economy, Mergers & Acquisitions (M&A) have become the preferred route for expansion and consolidation. M&A represents the convergence of two mindsets that may give rise to many challenges. Ineffective handling of those issues can not only trigger crisis, but also derail the whole M&A process. This article deals with the crucial role of HR in resolving these challenges to make M&A a spectacular success.

"When an acquisition or merger is announced, the one function that really has its work cut out for possibly the next three months is HR."

As the wave of globalization blows with fierce speed, the business climate is increasingly becoming highly volatile and tough. The unshakable and rock solid companies aspiring to emerge as significant players on the global stage, are scouting to acquire prospective and attractive companies, gasping for survival due to the mounting competitive pressures. Be it Mittal Steel's acquisition of Arcelor or Tata's of Corus, Videocon's Daewoo, Mergers and Acquisitions (M&A) are preferred as a popular route for global expansion and market consolidation. As the companies get ready to face the heat arising due to M&A, they are also aware that the risk of failure to achieve the objectives far outweighs the opportunities that the deals actually present. Experience consistently shows that not all M&A succeed. Despite, financial, market, and operational synergies arising due to the deals, companies are frantically asking: Why majority M&A fail and what really contributes to the success of M&A?

HRM Review Magazine, Mergers & Acquisitions, Global Economy, Management Teams, Growth Strategy, Integration Planning, Communication Strategy, HR Department, HR Policies, Tata Steel with Corus, Organizational Culture, Management Teams.