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Merging HR Policies MBA All Stars University of Phoenix ORG 502 Human Relations and Organizational Behavior Dr. Sara E. Stevenson, PhD. & Dr. Herbert Moore October 14, 2003 Table of Contents ABSTRACT 3 KEY POINTS 3 MERGING HR POLICIES 4 PURPOSE 4 SIGNIFICANCE 5 REVIEW OF LITERATURE 5 HR POLICY PROJECT PLAN 5 Phase I- Discovery 5 Phase II- Transitional 5 Phase III- Implementation 6 Conflict Resolution Policy. 6 Speak Easy Process 7 Phase 1 7 Phase 2 7 Phase 3 8 Flextime and Telecommuting. 8 Code of Conduct. 11 Workplace Responsibilities 11 Customer Relationship Responsibilities 12 Supplier Relationship Responsibilities 12 Shareholder's Investment 13 Arising Conflicts 13 Benefits. 14 CONCLUSION 15 RECOMMENDATIONS 15 IMPLICATIONS 16 REFERENCES 17 APPENDIX A: HR DUE DILIGENCE CHECKLIST 18 APPENDIX B: PROJECT PLAN 20 Abstract Many organizations still do not view human resources as critical to their merger strategy, particularly in the early stages of the process. This is especially ironic since more often than not, there is cultural incompatibility, poor communication, and loss of key employees is cited as the biggest obstacles to a successful merger transition. These are the very activities that Human Resource departments can influence the most. A successful merger strategy needs to take account of certain factors. Key Points Human Resource specialists are left with the difficult role of: *...

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