SERVICES - HUMAN DUE DILIGENCE

The function of human due diligence process is to provide an analytical, flexible, tailored and independent approach to aid the decision-making process in corporate finance transactions.

The following is a list of components that form our human due diligence services.

Team development
We can provide a range of team events to ensure the collective effort is working as well as it can. Our strength is our ability to facilitate you in identifying the critical issues for your team. We can deal with ‘pain points’ in teams and address their development requirements. This is done in a fresh and innovative way, whilst always focusing on the central business challenges.

Supporting the workforce through change
Our workshops empower individuals to be productive and proactive in times of uncertainty and change. We deal with the fear, suspicion and mistrust that can occur throughout the organisation as it transitions. We can positively effect the responsiveness to change within your workforce.

Succession planning
This is essential to building a strong, sustainable, competitive businesses. We can develop assessment centres to identify and develop the leadership potential lower down the organisation.

Exit strategy
Leadership development helps the retention of key staff who you wish to keep as part of your sale of the business.

For further information on any of the above services please call our human due diligence specialist Pat Thompson on +44 20 7486 1199 or email her pat.thompson@thompsondunn.com

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© 2007-2010 Human Due Diligence • Thompson Dunn • Assessment Specialists

"The most obvious consequence of making a deal without conducting human due diligence is a significant loss of talent right after the deal’s announcement. Less obvious is the problem of long-term attrition: Research shows that companies continue to lose disproportionate numbers of executives years after their merger deals have closed (see Jeffrey Krug’s Forethought article “Why Do They Keep Leaving?” HBR February 2003). For those who remain, confusion over differences in decision-making styles leads to infighting. Managers postpone decisions or are blocked from making them. Integration stalls and productivity declines. Nearly two-thirds of companies lose market share in the first quarter after a merger. By the third quarter, the figure is 90%."
Human Due Diligence The success of most acquisitions hinges not on dollars but on people. Here’s how to analyze potential people problems before a deal is completed by David Harding and Ted Rouse, Harvard Business Review