The importance of HR process maturity for the course of post-merger integration

Stankiewicz-Mróz, Anna

doi:10.2478/ijme-2025-0006

Figures & Tables

Conceptual framework for analyzing the impact of the maturity level of the HR function on the course of HR integration and the maturity of the HR process after PMI.
Source: own. — Conceptual framework for analyzing the impact of the maturity level of the HR function on the course of HR integration and the maturity of the HR process after PMI. Source: own.

Declared level of maturity of the HR process in the acquiring and acquired companies at the time of joining the acquisition transaction.
Source: own research. — Declared level of maturity of the HR process in the acquiring and acquired companies at the time of joining the acquisition transaction. Source: own research.

Assessment of the level of maturity of the HR process after the completion of the integration stage

Evaluation of the maturity level of the HR process after approximately 3 years of the transaction	Acquiring company [N = 58]	Acquired company [N = 58]
Higher	40	42
No change	18	8
I have no opinion	–	8

Pre-transaction HRM processes, describing the maturity level of the HR function

HRM area and activities		Acquiring company [N = 58]	Acquired company [N = 58]
1.	HRM strategy developed in the form of a document	28	16
2.	Job descriptions	38	16
3.	Workforce planning	28	16
4.	Onboarding	28	12
5.	Competency models	28	9
6.	Competency management system	28	9
7.	Periodic evaluation system	38	16
8.	Remuneration system based on the results of job evaluation	21	6
9.	Employee training system with effectiveness evaluation	28	9
10.	Career planning/high potential programs	16	1
11.	Personnel function monitoring and evaluation system	28	6
12.	HRM audit/process documentation	18	6
13.	HR effectiveness measurement	16	6
14.	Continuous improvement of the HR process	16	6

Declared level of compliance of subprocesses in the acquiring and the acquired companies before the transaction

Elements of the HRM process	Assessment of the level of compliance of selected HRM subprocesses
Elements of the HRM process	M	Me	IQR
Personnel recruitment system	3,12	3	1
Remuneration system	2,62	2	2
Staff motivation systems	2,82	2	2
Staff development system	2,52	2	1
Incentive system for monitoring the effectiveness of incentive	2,21	2	1
systems
Training effectiveness monitoring system	2,21	2	1
Job evaluation system	2,21	2	1
HR effectiveness measurement	2,12	2	1
Continuous improvement of the HR process	2,21	2	1

HRM process maturity levels adopted for this study

HR process maturity level	Characteristics of the HR process maturity level
1.	The level of sporadic HRM processes, carried out ad hocThe HR process is carried out spontaneously, poorly managed, and of a reactive nature. However, it is not defined and documented. Actions are taken on the basis of current events. There is a shortage of owners (responsible persons) for both the tasks carried out within the subprocesses and the processes as a whole. Processes are not being improved. Usually, personnel administration activities dominate.
2.	Level of defined and repeatable HRM processesBasic HR processes are described, and there are formalized procedures. However, the prepared “reference models” are not related to the organization’s strategy or its mission. Processes are carried out in a repetitive manner, and tasks have permanently assigned owners (although they are not responsible for the entire process). Only basic tools and methods are used to carry out the processes. The level of efficiency still depends on the commitment of employees and the degree of cooperation between them.
3.	The level of ‘measured’ processes and HRM efficiency measurementsHRM is carried out at the strategic level. Managers use a process approach, linked to the strategic goals and performance of the organization. Processes are defined and documented and have assigned process owners. The tasks are broadly defined. HR effectiveness is measured, and the internal structure of processes is visible, as well as reference models (benchmarks). Processes are updated, both based on legal regulations and internal needs of the organization, but they are still not subject to improvement.
4.	Level of integrated HR processesStrategic international HRM is conducted. The processes are integrated and used for daily cooperation with internal and external customers. Process owners work with designated executives to ensure that processes are executed as efficiently as possible. Process optimization takes place. Continuous improvement of processes occurs on the basis of feedback: their implementation and projects aimed at improving them.

Level of compatibility of HR process maturity in the companies involved in the acquisition and the course of integration in the HR area

The declared compatibility of the maturity of the HR process	Scope of HR process integration			Speed of integration of the HR process
	Full [18]	Moderate [22]	Low [18]	High [10]	Moderate [30]	Low [18]
High [11]	6	5	-	5	6	-
Moderate [33]	11	16	6	3	21	8
Low [14]	1	1	12	1	3	10

The importance of HR process maturity for the course of post-merger integration

Figures & Tables

Figure 1.

Chart 1.

Assessment of the level of maturity of the HR process after the completion of the integration stage

Pre-transaction HRM processes, describing the maturity level of the HR function

Declared level of compliance of subprocesses in the acquiring and the acquired companies before the transaction

HRM process maturity levels adopted for this study

Level of compatibility of HR process maturity in the companies involved in the acquisition and the course of integration in the HR area

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