“Managing Employees Turnover Post Covid Period”

Masters of Business Administration

Submitted by: Submitted to:
Anirudh Goyal Dr. Kavaldeep Dixit
MBA/2023/4919
MBA Part-I
Batch : 2023-2025
International School of Informatics and Management
 Strategies for
Introduction and FLOW OF PRESENTATION
Literature Review
managing Challenges and
Recommendation
s for
Objectives . Employee Opportunities
Organisations
Turnover

Handling Post Importance of Employee

What is Impact of covid-
Pandamic watching retention
Employee 19 on retention
Employee retention and strategies during
Turnover ? and turnover
Turnover turnover rate ? covid-19

Strategies and Turnover Some other Some other

Advantages of
Tips of Employee Prevention important legal advantages of
successful
Retention during considerations documents for successful
acquisition.
covid-19 for employees Acquisition. acquisition.

Conclusion.
 Background
The covid-19 pandemic has bought about inpreditable challenges
across vasious sectors, significantly importingg the global
workforce.
Rationale

INTRODUCTI The rationale for this research items from the imperative toaddress
and manage the implications of increase employee turnover post
ON covid-19.
Objectives
To identify the key factors influencing employee turnover post
covid-19.
To assess the impact of remote work on employee satisfaction and
retention.
 Literature
Review
The Impact of covid-19 Factors Influencing
Employee Turnover and
its impact on the workplace Employee Turnover
1)Pre-covid-19 Turnover 1) Remote Work Trends 1) Job Satisfaction
Trends Adoption of remote work has
transformed traditional 2) Organisational
Before covid-19 workplace dynamics.
employee turnover
Culture
influnced by job 2) Employee Well-being and
satisfaction,compenstion Mental Health 3) Work Life Balance
structures & Pandemic has brought
organisation culture. attention to the importance of 4) Compensation and
employee well-being and Benefits
2)Changes in Turnover mental health.
Pattern
Post covid-19 5) Leadership and
3) Changing Employee
Expectations Management
Oganisations experinced Employee expectations have
unique challenges evolved in responce to the
related to remote pandemic,ambient
work,economic flexibility,safety and sense of
uncertanity and shifting
 Strategies for managing
Employee Turnover
1) Employee Engagement
a)Remote employee engagement strategies = It may include virtual team
building activities,regular check ins and virtual town halls.
b)In-office employee engagement strategies = It may includes mentorship
programs and initatives to promote open communication and employee
recognition.

2) Leadership and Management Development = It is crucial to equip

leaders with the skills needed to navigate the challenges of the post covid-
19 work environment.

3) Flexible work arrangements = Organisation should offer options such

as hybrid work modles and flexible scheduling.These activities helps
organisation to increase job satisfaction and reduction in employee
turnover.

4) Learning and development opportunities = These opportunities will

be a key retention strategy.Organisation will invest in upskilling and
reskilling programmes to enpower employees.
 Challenges and
Opportunities
Addressing remote work
challenges Organisation will
proactively address challenges
such as communication
barriers,felling of isolation and
maintanin a conesive culture.
Leveraging Teachnology for employee
Retention
Through the use of employee
engagement platform,HR analytics and
personalized communication tools

Opportumities for innovation in HR

practices
Organisation should explore new ways of
measuring and improving employee
satisfaction,using data analytics for predictive
turnover modelling.
 STRATEGIES FOR
SUCCESSFUL ACQUISITION

Presentation title
 IMPORTANT CONSIDERATIONS
BEFORE
ACQUISITION

•DEFINE YOUR GOALS: WHY AM I DOING THIS?

•FIND A GOOD ACQUISITION CANDIDATE.
•CONFIRM INTENT.
•CONDUCT DUE DILIGENCE.
•DETERMINE HOW TO FINANCE THE DEAL.
•THINK ABOUT THE TAX IMPLICATIONS.
  EARLY PREPARATION.
 CULTURAL ALIGNMENT.
ELEMENTS  COMMUNICATION STRATEGY.
NEEDED  ADEQUATE LEADERSHIP AND
FOR A RESOURCES.
SUCCESSFUL

ACQUISITION POST-ACQUISITION INTEGRATION
TEAM.
 INTEGRATION ACTION PLAN.
 STEPS OF
ACQUISITION

•PRE-ACQUISITION − NEED FOR MERGER & ACQUISITION IS ASSESSED, VALUATION AND GO FOR
GROWTH PLAN IS THEN CARRIED OUT.

•SCREENING − SEARCHING FOR SUITABLE TARGETS.

•VALUATION − AFTER SCREENING AND GRADING THE SUITABLE TARGETS, ACQUIRING A COMPANY
WILL GO FOR FURTHER INFORMATION/ANALYSIS.

•NEGOTIATIONS − AFTER FINAL SELECTION THROUGH VALUATION, THEY WILL GO FOR

NEGOTIATIONS WITH SELECTED TARGETS AND WORK ON, IF ANY MODIFICATIONS ARE NEEDED.

•POST-MERGER INTEGRATION − AFTER ALL THE REQUIRED PROCESSES ARE COMPLETED, A

Poor strategy
Choosing the Poor integration
REASONS FOR FAILURE OF
company with No proper planning
ACQUISITIONin the integration
dissimilar
objectives and process.
strategies.
Lack of
information
. Over optimistic
Merger and
acquisition are Bad decisions and
done without over projections.
having adequate
information.
 There are generally three options for structuring an acquisition deal:
1.Stock purchase:-
 The buyer purchases the target company’s stock from its stockholders. The
target company remains intact, but with new ownership. The buyer must
negotiate representation and warranties concerning the business’s assets
and liabilities, to ensure a complete and accurate understanding of the

SUCCESSFU target company.

2.Asset sale/purchase.:-
L  The buyer purchases only assets and assumes liabilities that are

ACQUISITIO
specifically indicated in the purchase agreement. (Buyers often favor this
structure because they can choose only the assets they wish to acquire

N DEAL
and the liabilities they wish to assume. Sellers may not prefer this sale
method because it can have adverse tax consequences due to the

STRUCTURE
allocation of the purchase price to the various assets.) This structure is
often used when the buyer wishes to acquire a single division or business

.
unit within a company. It can be time-intensive and complex because of
the extra effort involved in identifying and transferring only the specified
assets.
3.Merger:-
 Two companies combine to form one legal entity, and the target company’s
stockholders receive cash, buyer company stock, or a combination. A key
advantage of a merger is that it generally requires consent of only a
majority of the target company’s stockholders – it could be a good choice
when the target company has multiple stockholders.
 7 factors to be considered during
Acquisition deals:-

FACTORS • The entire process can take a long time to close.

CONSIDERE • Buyer will be majorly interested in the seller
D WHILE company’s financial statements and projections.
PREPARING • Multiple bidders are needed to get the best
DEAL deal for the seller.
STRUCTURE
• We need to have a powerful legal team in place.
.
• Intellectual Property is very important.
• A definite acquisition agreement is mandatory.
• Making sense of the dynamics of negotiation.
 Legal documentation is a fundamental part of the
transaction process. The main document is the Purchase
Agreement, which outlines all the terms of the acquisition,
such as:
DOCUMENTS
•DEAL STRUCTURE
REQUIRED
FOR •PURCHASE PRICE

SUCCESSFUL •EARNOUT TERMS (IF ANY)

MANAGEME •ESCROW TERMS – AMOUNT AND DURATION UNTIL

NT OF RELEASE
ACQUISITION •ASSETS INCLUDED OR EXCLUDED IN THE SALE
.
•LIABILITIES INCLUDED OR EXCLUDED IN THE SALE

•REPRESENTATIONS AND WARRANTIES OF THE

PARTIES.

•
 • NON-COMPETITION AGREEMENT:-
 Outlining restrictions on the Seller to start or participate in a
SOME competing business post-sale.
OTHER
• EMPLOYMENT AGREEMENT:-
IMPORTANT  Governing employment of the owner or other key personnel.
LEGAL
• CONSULTING AGREEMENT:-
DOCUMENT
 For transition-related services by the owner.
S FOR
• OFFICE LEASE:-
ACQUISITIO
 If a facility used by the business is owned by the Seller.
N.
• TRANSITION SERVICES AGREEMENT:-
 In the event there are shared resources that need to be used for
some period post-closing (typically in a carve-out transaction

from a larger entity).

 • Economies of Scale: The end goal of a merger and acquisition is to realize
economic gains and economies of scale.

• Economies of Scope: It refers to the reduction in production cost of one

ADVANTAGE product due to the production of another related product.

S OF • Competitive Edge in the Market : It leads to greater financial strength for

SUCCESSFU both companies involved in the transaction. Having greater economic power can lead

L
to higher market share, more influence over customers, and reduced competitive
threat.

ACQUISITIO • Access to the Best Talent: The bigger the company, the better access it
N. enjoys to the best available talent.

• Access to Resources: Businesses in the same sector can sometimes

improve access to materials, suppliers, and tangible resources through acquisition.

• Diversification of Risk through Portfolio Divergence: It allows

companies to spread risk across different revenue streams by the diversification of
the products, services, and prospects for the business.
 • Cost-Effective Alternatives for Facilities: Acquisitions present a cost-effective alternative
to starting from scratch. Setting up production centers, buying machinery and equipment,

building storage places, and initiating distribution channels are costly. It is more cost-effective

SOME to merge with another company already equipped with the facilities you require.

OTHER • Access to New Markets: Breaking into a new market can be challenging, even for
established businesses. Acquisition can save companies a significant amount of
ADVANTAGE time, effort, and money compared to starting from scratch.
S OF • Opportunist Value Generation: Acquisition allows the acquired company to stay
SUCCESSFU afloat, and the acquiring company to reap benefits such as proprietary rights to

L products, increased market growth, penetration in new geographic regions, and

ACQUISITIO more.

N. • Enterprise Continuation: Some small businesses are family or privately owned.

Once the founder retires, there is a risk of business failure because there may not

be a clear succession plan for the business. This can put employees out of work

and impact suppliers to the business. Acquisition is one strategy to help ensure

business continuity, reduce interruptions in the operation, and provide job security

for employees.
 • Acquisitions are pointed out as the key role in a company’s
growth. It really improves and supports the long-term
development scheme.

• Perhaps the effectiveness of it depends on the strategies of

the Board, the flexibility of negotiation period and enthusiasm
of parties, but they could reach to the target if they are well
prepared and target to conduct acquisitions successfully.

CONCLUSI • The achievement of certain corporate goals and objectives

may involve the external acquisition of assets and resources
ON needed for growth, a step that may be more efficient than
internal expansion.

• Acquisition is really confirmed to be one of the most useful

methods to overcome current difficulties and improve the
development of companies. It really supports the growth of
global economics, for it makes companies in crisis become
bigger in capitals and human resources. Therefore, the
competition advantages the companies in bringing success
and prosperity. Hence, acquisitions can be considered as
THANK YOU