Post‐merger processes cause problems for Nordea's HR team: Financial‐services firm struggles to give a strategic role to human resources

Abstract

Purpose

This article explores the roles played by HR in post‐merger change processes. Helps to uncover the inherent problems in managing HR issues in the post‐merger organization and highlights difficulties in giving HR a strategic status.

Design/methodology/approach

This briefing is prepared by an independent writer who adds his own impartial comments and places the article in context.

Findings

Highlights typical problems in organizing and managing HR issues and reveals how the HR function is easily left with a secondary, non‐strategic role in these processes.

Practical implications

More exploration is needed of both the enablers and constraints of the organizational roles played by the HR function and how these relate to the way people are managed in large‐scale cross‐border mergers.

Originality/value

The briefing saves busy executives time by selecting only the most pertinent information and presenting it in a condensed, easy‐to‐digest format.

Citation

(2007), "Post‐merger processes cause problems for Nordea's HR team: Financial‐services firm struggles to give a strategic role to human resources", Human Resource Management International Digest, Vol. 15 No. 5, pp. 36-38. https://doi.org/10.1108/09670730710762870