公司并購之后的上位法則
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????親愛的安妮：我一直很喜歡我的工作，可自從我的雇主與另外一家公司合并之后，一切都發生了變化。我被調到一個陌生的部門，我的新上司幾乎很少關注我的工作，我每天的工作量也非常有限，基本上都是老一套。但以前，我在一些特殊的項目中有過很出色的表現。實際上，雖然我在這家公司很受尊敬，我的績效評估也很出色，但我不確定，我的新上司是否知道應該如何發揮我的優勢。現在，又到了績效評估的時間。為了改變目前的局面，我該如何與我的上司討論當前的處境？您能給我一些建議嗎？——未盡其用的員工 ????親愛的未盡其用的員工：我敢打賭，你肯定不是唯一對當前的處境感到疑惑的人。美國的并購交易數量在今年上半年的增長有所放緩，7月份突然增加了23%。這意味著有成千上萬的美國人在并購中保住了自己的工作（當然，你肯定也知道，許多人未能在并購中保住飯碗），他們也想弄清楚，怎樣才能融入到新組織當中。
????毫無疑問，并購之后的公司變成一個全新的企業。人力資源咨詢公司BPI集團（BPI Group）的亞特蘭大執行董事史蒂夫?斯皮爾斯認為：“如果你還是坐在同一間辦公室的同一張辦公桌前，很容易會認為公司未發生任何變化。但實際上，尤其是當你所在的公司是被收購的對象時，你所服務的公司已經發生了翻天覆地的變化，就和你離開了原先的公司，另外在別處找了一份新工作一樣。” ????從某種程度上來說，變化的幅度超過了你的想象。因為對新員工來說，上司對他們的履歷至少還有一點印象。可你卻不同。斯皮爾斯問道：“你的新上司知道你曾經在特殊項目中有過出色表現嗎？管理者通常非常繁忙，他們沒有時間去調查你的背景和經驗，去了解你能為部門增加什么樣的價值。所以，你應該自己主動去告訴他們。”斯皮爾斯曾為許多并購后的公司提供咨詢服務，對于這方面的誤區有著深切的了解。 ????即將到來的績效評估就是一個絕佳的時機。斯皮爾斯說：“我們通常建議員工分三步發起這類談話。首先，認真觀察，確定合并后的新公司重視什么，期待什么。然后，想想自己可以通過哪些方式提供公司所需要的價值。你的哪些能力與經驗是新上司不了解、但可能對他有用的？第三步，跟老板談談。描述一下你可以如何為公司做出貢獻，同時就此征詢一下對方的意見。” ????斯皮爾斯建議，既然你很懷念曾經參與的特殊項目，在準備會面時，找出一兩個你現在可以參與的項目。他說：“明確需求，然后準備好具體的例子，說明你過去如何應對類似的項目。” ????可如果你主動請纓接受新的挑戰，最終卻杳無音訊該怎么辦？首先，調查咨詢公司Millennial Branding的主理合伙人、同時也是《推銷自己：事業成功的新規則》（Promote Yourself: The New Rules for Career Success）一書的作者丹?施瓦布建議，在公司內部尋找其他你可以提供幫助的項目。如果沒有，那就選擇第二套方案。他說：“任何人如果在工作中得不到重用，都應該去提高自己在網絡上的影響力。建立自己的網站來展示自己的成就，在商務社交網站LinkedIn和Twitter上更加活躍一些。如果你在網絡上有了知名度，同時突出展示了自己的能力，那么看重你才能的雇主就可以直接找到你。” ???? |
????Dear Annie:I used to love my job, but everything changed after my employer merged with another company. I was transferred to a different department, where my new boss is not really involved in what I do, and my day-to-day duties have become much more limited and routine, despite the fact that, in the past, I always excelled at special projects. In fact, even though I'm highly respected here and have had strong performance reviews, I'm not sure my boss knows what to do with me. Now, performance review time is coming around again. Can you give me any guidance on how to approach that discussion, with an eye toward changing the situation? -- Underutilized Asset ????Dear Underutilized:I'd be willing to bet you aren't the only one wondering. The number of U.S. mergers and acquisitions jumped by 23% in July, after a slow first half of the year. That means thousands of people whose jobs survived those mergers (and many, as I'm sure you know, do not) are now trying to figure out how they fit into the new organization. ????Make no mistake, a post-merger company is a whole new enterprise. "If you're sitting at the same desk in the same office, it's easy to think that nothing much has really changed," notes Steve Spires, an Atlanta managing director at human resources consultants BPI Group. "But in fact, and especially if yours was the acquired entity, you're now working for a different company, just as if you'd gone out and gotten a new job somewhere else." ????In a way, it's an even bigger adjustment, because new hires can usually trust that their bosses have at least a passing familiarity with their resumes. You, however, can't assume any such thing. "Is your new boss aware that you used to excel at special projects?" asks Spires, who has advised plenty of post-merger organizations and has seen firsthand where the pitfalls lie. "Managers usually have so much on their plates that they just don't have time to research your background and experience and understand what value you can add. So it's up to you to step up to the plate and tell them." ????Your upcoming performance review is a perfect chance to do this. "We usually recommend that employees approach this kind of conversation in three steps. First, look around and figure out what the new, combined company values and expects," Spires says. "Then, think of some ways that you could help provide what's needed. What skills and experience do you have that your new boss probably doesn't know about but might be able to use? And third, talk it over with your boss. Describe how you see yourself contributing, and ask whether he or she agrees." ????Spires recommends that, since you miss the special projects you used to do, you might prepare for the meeting by spotting one or two that you could tackle now. "Identify a need, and then be ready with specific examples of how you handled similar projects in the past," he says. ????What if your offer to take on new challenges falls on deaf ears? For starters, look around elsewhere in the company for projects you might be able to help with, suggests Dan Schawbel, who is managing partner of research and consulting firm Millennial Branding and author of Promote Yourself: The New Rules for Career Success. If there aren't any, go to Plan B: "Anyone who isn't using their talents at work needs to create a strong online presence," he says. "Start your own website to showcase your achievements, and get active on LinkedIn and Twitter. If you get your name out there and highlight your skills, the employers who want what you can do will be able to find you." |
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