The company would see growth in employees, and that would mean adding managers, as well, which would require strategic HR management and planning. They would have to decide on training and hiring practices, but even more, they would have to engage in a major recruitment if the CFO left the company. In addition, they would have to complete the recruitment as rapidly as possible, because the new, larger company would require sound fiscal planning and forecasting immediately, since the merger was costly and the profits were not expected to expand overnight. Leaving that position empty for two long could reduce the profitability of the merger, and could actually add to the failure of the merger if the return on the investment did not occur as soon as the budget and forecasting required. Thus, the human resources department could have a very negative effect on the success of the merger if the hiring and training were not managed effectively.
The merger could contribute to a higher rate of employment for the community, as the company would require additional workforce and would probably hire from within the community. The company is already popular in the community, and this could add to the overall popularity of the company, and could add to its worth as an investment, as well. Thus, each of these relevant factors would change the corporate culture of the organization, and would create a strategic role...
In addition, they would need to become familiar with the MonitoRobotics model and operation as soon as possible, so they could develop hiring and training strategies to implement when the merger is complete. It would seem that it would be in the interests of human resources for the merger to go through; since it would mean increased responsibility and development for their department, but a risk analysis and cost assessment would be vital to ensure the success of the merger and the success of the department. They would have to be able to ensure that they could handle the demands of the merger quickly and effectively, and they would have to ensure they had the staff to handle the many requirements of the merger, or ensure they could bring on staff and bring them up to speed as quickly as possible. One solution might be to recruit members of the MonitoRobotics human resources team to help develop training, recommend personnel, and generally add to the effectiveness of the Paragon human resources function.
References
Hemp, P. (2002). Growing for broke. Harvard Business Review, Vol. 80 Issue 9, p. 27-37.
