Whenever an acquisition deal is announced the only words we typically hear are from those at the top.

The Chief Executive is "thrilled and excited by the new deal and the opportunities it offers the company going forward," or "We would like to thank adviser a and adviser b for their professionalism and dedication."

Whenever employees are mentioned - unless, of course the business has become employee owned – it is more often than not at a distance and indirectly.

"This deal will mean staff numbers will swell to over 100, we welcome the addition of dedicated and highly skilled staff. Together we will be stronger etc."

M&A is of course about growth and ambition. It is about numbers and size and scale.

But, it is also fundamentally about people – not just the employees you are bringing on board but those that are already there. Some of them who may have been with the firm on that first day as a start-up business at the kitchen table or in the small leased office space.

It begs the question how to ensure that as a business grows it takes its staff with it. That it keeps them motivated and engaged and not left behind.

Do those employees share management’s desire for growth and expansion? Does it fit with their goals and what they want to achieve out of their career?

Some people simply prefer working at a start-up business, enjoy the closeness of a small team, having regular access to and communication with the bosses and decision makers.

As a business grows those relationships can wither impacting morale and productivity amongst certain members of staff. Their voice is no longer heard, they become one of a growing number.

Their skills and experience might also only be suited to a smaller business. If it has grown and diversified have the skills of the employees kept up?

When an acquisition is made what does it mean for those existing staff? New skills and talent have come on board. Yes, an opportunity to learn but also a challenge, a potential threat to their position and maybe even job security.

Maybe the culture of the company will change after an acquisition. Maybe it will be more fast-paced, less emphasis on employee rewards like Friday drinks.

Perhaps it means they have to visit or work in different offices or locations disrupting their work patterns and style?

No problem some will say. Just get on with it. Adapt and try and see the benefits. Well, sure but what if the employee doesn’t like the change? What are their options now?

Leave and take all of that company knowledge, experience and commitment with them?

Employers and business owners have to be aware of the potential impact of their M&A deals on existing employees. They can’t risk that core of staff, those that have helped built the business being left behind.

So what do they need to do?

- Communicate – find out how employees are feeling after a deal. Get real feedback on what their concerns are, what changes they have already seen and what suggestions they have to make the process smoother.
- Skills – have programs in place which can help employees pick up those new skills they need as part of the acquisition, if their role has changed or evolved – both technical and operational.
- Culture – Try and encourage team bonding meetings or events between existing and new employees. Stress the benefits of picking up new knowledge and experience.
- Rewards – Employee benefit schemes, rights to flexible working and other engagement schemes such as wellbeing sessions can also help keep a startup like culture at the business.

In summary, show that you care, that you appreciate and remember what that original team of employees have meant to the business as it grows.