Cross-border Mergers And Acquisitions Integration Of Human Resources Based On Risk Control Level Chinese Enterprises

At present, in the context of economic globalization, Chinese enterprises to expandtheir scale of operations, greater competitive advantage, cross-border M&A is itsessential choice. However, many M&A is not successful, or even failed miserably.One of the reasons is that many companies in the merger simply adding staff and,while not a good integration of human resources. Failure to integrate human resourcesin mergers and acquisitions fail to occupy a large proportion of cases. Enterprises inthe control of transnational mergers and acquisitions risk, how better to integratecorporate human resources is a problem to be solved.Based on the integration of human resources based on the level of cross-bordermergers and acquisitions in order to control the risks related research literature reviewconducted on the risks of cross-border mergers and acquisitions and related basictheories of human resources will be described. Risks arising from cross-bordermergers and acquisitions reasons are many, but the type of cross-border M&A risk isalso diverse. Based on cross-border mergers and acquisitions at different stages of theprocess can be divided into pre-merger risk, the risk of M&A transactions and post-merger integration risk. Ex ante risk can be broken down to select the type of risk asmergers and acquisitions, global region selection risk, political risk strategicdecision-making risks. M&A transactions of risk can be divided into financial risk,the risk of information leakage. Post-merger integration risk can be subdivided intohuman resources integration risk, institutional mechanisms for different companiesintegrate risk arising. However, on the issue of cross-border M&A risk control, theeffective integration of human resources is very important.Based on the above analysis, this paper combined with our performance in mergersand acquisitions in specific circumstances, after the merger of China’s multinationalbrief overview of the development process, focusing on the integration of humanresource level, analysis of some of the problems that exist in the cross-border mergersand acquisitions. Including core senior staff and the instability of customers,employees heavier burden on the heart and large cultural differences. Meanwhile,combine Lenovo’s acquisition of IBM’s personal computer business global cross-border M case studies, summarizes their inspiration.From the cultural, institutional and strategic aspects were three in the last chapter,made from human resources integration in order to control the risk ofcross-border M&A angle response. First, the integration of human resources from acultural perspective. Include: the formation of cultural leadership team, strictimplementation of the integration process, and establish a positive employeerelations, enhance executive power, the right choice for cultural integration mode.Second, the integration of human resources and personnel system from the point ofview, include:" quasi " human resources " with a good" human resources "to live"human resources. Third, the integration of human resources from a strategicperspective. Include: horizontal mergers and acquisitions should be based onstreamlining corporate officers,vertical mergers should be based on the transformationprocess, the mixed merger integration should be based on the difference betweenemployees.