Bruce Tuckman's Model
Marriot International and Starwood Merger Group Project We will use Bruce Tuckman’s model for team development as a filter/map for progression throughout the merger and acquisition. Tuckman’s model has four stages forming, storming, norming, and performing.
The role of Human Resources during this merger are to identify and communicate the reasons behind the merger/acquisition; choose a leader and team to manager the process of change, assess the corporate culture, decide who stays and who goes; compare benefits compensation, contracts and decide on HR policies, (Lindberger, Judy). During the process of the merger between Marriot International and Starwood the CEO/President of Marriot Arne Sorenson wrote an open letter to Starwood Associates …show more content…
Sorenson also mentioned that worldwide there had been 150 plus meetings of departments to see where there could be potential reduction in an overlap of services, and to get to know each other and what everyone does. Carrie Bloom a Vice President of Communications for Starwood Properties stated in an email that, retention agreements were in place to help with employee engagement. While they don’t expect everyone to make it through the transition as some jobs may be eliminated, they are confident that the merger will result in new opportunities for many existing employees, (Soule, …show more content…
Thankfully, the need was not there to have to eliminate any positions or lay off any staff. We could keep all staff on board, which was the team goal early goal. We examined benefit costs per employee, and whether the merger would cause an increase in company subsidy for each employee, which would take away from the profit margins. After careful review of what both companies had to offer, we realized that the benefits package offered by Marriott International was more substantial and a better deal for both employees and the company. Although the employee out-of-pocket cost would slightly increase, the increase was not significant enough to make much of a difference to the staff, considering the extra benefits that would be accessible to them going forward. We found that we would not be able to merge and combine everything overnight, but rather over time. We are still working through each phase of the merger, but our employees are in a place where they feel stable, and they are excited about what the future holds for our newly combined
The role of Human Resources during this merger are to identify and communicate the reasons behind the merger/acquisition; choose a leader and team to manager the process of change, assess the corporate culture, decide who stays and who goes; compare benefits compensation, contracts and decide on HR policies, (Lindberger, Judy). During the process of the merger between Marriot International and Starwood the CEO/President of Marriot Arne Sorenson wrote an open letter to Starwood Associates …show more content…
Sorenson also mentioned that worldwide there had been 150 plus meetings of departments to see where there could be potential reduction in an overlap of services, and to get to know each other and what everyone does. Carrie Bloom a Vice President of Communications for Starwood Properties stated in an email that, retention agreements were in place to help with employee engagement. While they don’t expect everyone to make it through the transition as some jobs may be eliminated, they are confident that the merger will result in new opportunities for many existing employees, (Soule, …show more content…
Thankfully, the need was not there to have to eliminate any positions or lay off any staff. We could keep all staff on board, which was the team goal early goal. We examined benefit costs per employee, and whether the merger would cause an increase in company subsidy for each employee, which would take away from the profit margins. After careful review of what both companies had to offer, we realized that the benefits package offered by Marriott International was more substantial and a better deal for both employees and the company. Although the employee out-of-pocket cost would slightly increase, the increase was not significant enough to make much of a difference to the staff, considering the extra benefits that would be accessible to them going forward. We found that we would not be able to merge and combine everything overnight, but rather over time. We are still working through each phase of the merger, but our employees are in a place where they feel stable, and they are excited about what the future holds for our newly combined