Mergers, Mayhem and the Fight to Keep Your People

Mergers and acquisitions can feel like organised chaos—deals are done at pace, comms get messy, and people start scanning job boards “just in case.” And while the headlines focus on strategy and structure, HR is left dealing with the human fallout. This is where the real work begins: keeping your people calm, committed, and—crucially—still in the building.

Keeping Your People During Mergers & Acquisitions: What HR Really Needs to Get Right

Mergers and acquisitions are tough on everyone—but they’re especially tough on HR.

While the execs are finalising deals, you’re the one fielding questions, calming nerves, and trying to keep your best people from walking out the door. And let’s be honest—no retention strategy is perfect when uncertainty is in the air.

So what actually works?

Money isn’t everything (but it helps)

Sure, retention bonuses and equity schemes can buy you some time. But relying on cash alone misses the point. People stay when they feel secure, valued, and part of something worth sticking around for.

Clarity beats silence

It’s tempting to wait until everything’s signed off before saying anything. But radio silence can do real damage. Even if you don’t have all the answers, being honest about what you do (and don’t) know helps build trust. And that trust? It’s your best shot at keeping people on board.

Let them shape the change

Involve your people in the process. Not just senior leaders—everyone. Whether it’s gathering feedback, inviting questions, or co-creating new ways of working, involvement builds commitment. When people help shape the future, they’re far more likely to want to be part of it.

Culture clash is real

Two businesses might look great together on paper, but if the cultures don’t match, you’re in for a rough ride. HR needs to dig into this early—understand what makes each organisation tick, and figure out how to bridge the gaps. Sometimes that means compromise. Sometimes it means tough decisions.

What’s worked for you?

If you’ve been through an M&A—what actually helped retain your people? What would you do differently next time?

Let’s open the conversation. These are the moments that test HR, but they’re also the moments where we can make the biggest impact.