| The purpose of this qualitative study was to describe the role of human resource development (HRD) professionals during the merger and acquisition (M&A) process. Telephone interviews were completed with 38 HRD professionals and 17 business managers (55 interviews) in 12 organizations that had undergone M&As between 1996 and 1999. Data were analyzed qualitatively and quantitatively. Qualitative analysis was used to produce the rich text description and provide examples where as quantitative analysis was used to provide basic statistical description.; The findings showed that HRD professionals are primarily involved in the integration and investigative phases with less involvement in the initial planning and negotiation phases. The activities performed at the initial planning phase, HRD professionals developed action plans and conducted analysis of learning and development type programs. During the investigative phase, HRD professionals worked with HR professionals and business managers from their organization and the target organization to conduct analysis of HRD, HR and business functions. At the negotiation phase HRD professionals provided information about leadership and employee issues. At the integration phase, HRD professionals were mostly involved in HR systems training, integration of organizational cultures, and change management.; During the M&A process, the HRD function changed to meet the needs of employees. In reference to roles, HRD professionals mostly performed in the supportive, partner and strategic roles. The ‘leader’ role was the least mention. Suggestions for enhancing the role of HRD professionals in future M&As were linked to the management of change, training, and organizational culture. The study findings can be used to enhance or improve HRD practice and extend research that relates to HRD and M&As. |
