個案資料

In August 2020, Schneider Electric India (SE), a major Indian low-voltage switchgear company, pursued a strategic growth plan by acquiring Larsen & Toubro’s Electrical and Automation business from its competitor. This unprecedented deal involved two organizations that had previously competed for the same markets and customers but would subsequently operate under one parent company named Schneider Electric India Pvt. Ltd. The new company would have two brands of the same product and different sales models. The merger would also have wide-ranging implications for the stakeholders on both the sides, which included customers, suppliers, employees, and regulators. The timing of the merger was further complicated with the integration taking place during the COVID-19 pandemic and consequent nationwide lockdowns. The acquisition brought together an Indian company and a global organization, with stark differences in terms of culture and employee policies. Therefore, the integration of two competing businesses with disparate employee policies and cultures, amid pandemic-led challenges, seemed like a herculean task for the integration team. Rachna Mukherjee, the chief human resources officer of SE, was heading the integration plan and was contemplating the many challenges that she would encounter. She knew that she would need the right approach to overcome these challenges and ensure a smooth integration of the two companies.

The case is appropriate for a variety of courses in both post-graduate and executive programs in management. It has been primarily written for core human resource management courses to help students understand the complexity of people management policies. It also highlights the importance and challenge of integrating human resource management processes and policies during mergers and acquisitions to ensure synergies, retain employees, keep employees engaged and satisfied, and achieve organizational goals. The case is also well suited for the sessions on post-merger integration of an elective course on mergers and acquisitions and change management. The case helps students examine the challenges related to the integration of people, processes, and policies. It provides insights into the role of appropriate internal communication strategies for a smooth integration. It also illustrates the approach that a company can adopt for a smooth onboarding process, including job transitions, titles alignment, development of retention plans and benefits, harmonization of rewards and benefit plans, performance evaluations, promotion policies, and standardization of work design policies. Specifically, after completion of this case, students will be able to master the following theoretical and practical aspects:<br><br><ul><li>Integrate and standardize HR management processes and policies, while merging disparate entities.</li><li>Prioritize HR processes during an integration exercise.</li><li>Assess the success of integration from an HR perspective.</li></ul>

• HR Integration
• Culture Integration
• Mergers and Acquisitions
• Larsen & Toubro
• Schneider Electric