A complete HR Due Diligence workstream for M&A transactions — buy-side or sell-side. Delivered by an experienced M&A HR expert using a structured, automation-supported process.
What you get:
HR Due Diligence Report covering organizational structure, employment conditions, compensation, benefits, pension, HR operations, key person risks, and culture
HR Risk Register with probability, EUR impact, traffic-light rating, and mitigation actions
Quantified impact on the deal model (one-off and recurring HR cost adjustments)
Draft HR Integration Plan (Day 1, First 100 Days, Steady State)
Draft HR Onboarding Plan and HR Training Plan
Normalized HR Cost Model including retention and benefit harmonization costs
Executive-ready 15–20 slide HR DD Results Presentation for Investment Committee
Scope covered:
Headcount, org structure, short-time work, hiring and attrition
Employment contracts: notice periods, non-competes, change-in-control clauses
Compensation: base, variable, sales commissions, LTI / stock options
Benefits and occupational pension: DB/DC, funding status, underfunding exposure
Co-determination: works councils, unions, mandatory consultations
HR systems and process maturity (payroll, HRIS, performance, recruiting)
Key person risk, succession depth, retention package sizing
Cultural compatibility assessment as a quantified M&A risk
Best practices applied: holistic value creation (not just risk), cross-functional alignment with Legal, Finance, and Tax DD, embedded cultural DD, early escalation of deal-breakers, and a formal data room request list for full auditability.
Ideal for: corporate development teams, PE deal teams, and strategic acquirers running transactions in the DACH region and internationally.
A complete HR Due Diligence workstream for M&A transactions — buy-side or sell-side. Delivered by an experienced M&A HR expert using a structured, automation-supported process.
What you get:
HR Due Diligence Report covering organizational structure, employment conditions, compensation, benefits, pension, HR operations, key person risks, and culture
HR Risk Register with probability, EUR impact, traffic-light rating, and mitigation actions
Quantified impact on the deal model (one-off and recurring HR cost adjustments)
Draft HR Integration Plan (Day 1, First 100 Days, Steady State)
Draft HR Onboarding Plan and HR Training Plan
Normalized HR Cost Model including retention and benefit harmonization costs
Executive-ready 15–20 slide HR DD Results Presentation for Investment Committee
Scope covered:
Headcount, org structure, short-time work, hiring and attrition
Employment contracts: notice periods, non-competes, change-in-control clauses
Compensation: base, variable, sales commissions, LTI / stock options
Benefits and occupational pension: DB/DC, funding status, underfunding exposure
Co-determination: works councils, unions, mandatory consultations
HR systems and process maturity (payroll, HRIS, performance, recruiting)
Key person risk, succession depth, retention package sizing
Cultural compatibility assessment as a quantified M&A risk
Best practices applied: holistic value creation (not just risk), cross-functional alignment with Legal, Finance, and Tax DD, embedded cultural DD, early escalation of deal-breakers, and a formal data room request list for full auditability.
Ideal for: corporate development teams, PE deal teams, and strategic acquirers running transactions in the DACH region and internationally.
