Another major issue I have identified is which IT framework we will vet out and which one we will keep. Individually each organization has knowledge management related issues. Marriott has just begun to transfer its tacit knowledge into content, so their systems do not have much content. Starwood on the other hand has fully optimized all systems; however the content is not up to date. Not having up to date information makes the system seem somewhat useless. Poor data governance makes it hard to use the system for data analytics and delays decision making. The system is also full of redundant data, which creates more work for the employee. The employee must now spend time sorting through multiple documents to find the correct one. Redundancy
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They have the power to keep intellectual assets that will fit into the new organization. Sadly in the Marriott/Starwood merger retaining top talent has not been easy, because of too many unanswered questions. My suggestion to them is to be more transparent about people’s finance and career paths. Their department should define what employees benefits will look like in the upcoming year. They should also communicate clear goals and how success will be measured in the unified organization. That is an important topic to cover because how they determine success, ties into salary increases, bonuses and promotions. Setting such clear and common goals will help retain talent. There are also many benefits Starwood employees enjoy, such as our hot rate policy (hotel discount program). Majority of Starwood employees have remained at this organization because of the employee hot rate benefits. Also communicating how employee benefits will roll out in 2017, benefits such as: 401k, health benefits and paid time off. These are all important factors that talent would consider before agreeing to take a role with the merger organization. My suggestion to Marriott would be to discuss the key benefits to all talent, and being as transparent as …show more content…
Therefore always keeping an open two way dialogue between the employees and leadership is important, throughout the merger. In order to maintain key talent during a merger employees should not only be incentivized but also recognized. A good leader will stay stronger and recognize his/her employees during difficult times. It is also the leader’s duty to encourage them to use best KM practices and keep a record of information, for the organizations success. It is also the responsibility of leaders to ensure that employees have a clear understanding of what their career path will look like. This will help to raise morale in the organization and keep employees actively engaged. Human resources should offer training opportunities to learn new tools that would help them assimilate into the new culture. Most importantly functions and events should be created to allow both organizations to meet employees that will be part of the merged organization.
One of the most powerful Knowledge Management tools is how the organization uses Information technology. IT reaches all aspects of an organization; therefore it is the technological common denominator that will guarantee the synergies (virtually). It is important to understand the strategic goals of the merger and ensure that IT supports those goals. Enterprise applications can be used to
They have the power to keep intellectual assets that will fit into the new organization. Sadly in the Marriott/Starwood merger retaining top talent has not been easy, because of too many unanswered questions. My suggestion to them is to be more transparent about people’s finance and career paths. Their department should define what employees benefits will look like in the upcoming year. They should also communicate clear goals and how success will be measured in the unified organization. That is an important topic to cover because how they determine success, ties into salary increases, bonuses and promotions. Setting such clear and common goals will help retain talent. There are also many benefits Starwood employees enjoy, such as our hot rate policy (hotel discount program). Majority of Starwood employees have remained at this organization because of the employee hot rate benefits. Also communicating how employee benefits will roll out in 2017, benefits such as: 401k, health benefits and paid time off. These are all important factors that talent would consider before agreeing to take a role with the merger organization. My suggestion to Marriott would be to discuss the key benefits to all talent, and being as transparent as …show more content…
Therefore always keeping an open two way dialogue between the employees and leadership is important, throughout the merger. In order to maintain key talent during a merger employees should not only be incentivized but also recognized. A good leader will stay stronger and recognize his/her employees during difficult times. It is also the leader’s duty to encourage them to use best KM practices and keep a record of information, for the organizations success. It is also the responsibility of leaders to ensure that employees have a clear understanding of what their career path will look like. This will help to raise morale in the organization and keep employees actively engaged. Human resources should offer training opportunities to learn new tools that would help them assimilate into the new culture. Most importantly functions and events should be created to allow both organizations to meet employees that will be part of the merged organization.
One of the most powerful Knowledge Management tools is how the organization uses Information technology. IT reaches all aspects of an organization; therefore it is the technological common denominator that will guarantee the synergies (virtually). It is important to understand the strategic goals of the merger and ensure that IT supports those goals. Enterprise applications can be used to