Tips and Answers to Your Questions
Integrating the New Organization

Communications in the Post-Merger Integration Phase

The challenge of the integration phase

This phase of the merger process is the longest. Because it follows the intense period of negotiations and announcement, often people—especially the organization’s leadership—feel somewhat “spent.” The inclination is to think “It’s over! We can relax now.” This is far from the reality. The integration phase is the longest in duration and requires a steady effort to make sure that the outcomes envisioned for the merger are realized. Communication is essential to achieving this.

Planning for success

Just as you must plan for the announcement while you are still in the process of negotiations, it is essential to plan for integration, especially the communications aspect of it, while still in the negotiation phase. By laying a good framework for communications early on, and by following the suggestions outlined in our tips for communications in the negotiation and announcement phases, you will avoid problems during the integration phase (or at least minimize them!). (See External Communications in the Negotiation Phase and Announcing the Decision to Merge.)

Start with Guiding Principles

Post-merger communications will be more consistent and successful if those creating them have a set of Guiding Principles to follow. It can be both useful and reassuring to begin the integration process by articulating what these will be. Guiding Principles are, in a sense, value statements; they reflect a commitment to strive for high standards in communication. Some examples are: "All communications will be courteous and respectful." "Any staffing changes will be communicated to staff prior to external parties." "Sharing of information will be encouraged." "People will have the information they need to get their jobs done and to make informed decisions.” As you develop your communications strategies and activities, always make sure they are grounded in your Guiding Principles.

The Communications Team

Often nonprofit organizations don’t have staff whose sole function is communications. Typically, internal communications are a function of the HR staff and/or finance staff. External communications, including marketing and public relations, are often a component of the development staff’s responsibilities. If the communications functions are dispersed, as is typically the case, it’s important to make sure that the various individuals with these responsibilities are in communication with each other. Essentially, these people form the communications team. Because many staff will most likely be involved in communications, it is important that one person has responsibility to coordinate the various aspects of communications and the work of team.

A new beginning

The integration phase is when the merger comes together—literally. Just as with other aspects of integration, you’ll be most successful if you plan in advance. Many organizations overlook the opportunity afforded by a merger: the formation of a new organization gives you the chance to improve on aspects of the former organizations, while retaining the best elements of each.

Ask yourself what would be the optimal configuration for the communications function. Consider all aspects of communications: internal, and external (marketing, fundraising, public relations). Then, think about how this will translate to the new organization. Will there be a communication department, and/or a marketing department? Or perhaps just a director of communications, and/or a director of marketing? Will there be dedicated communication and marketing staff, or will staff in other departments (IT, HR, Fundraising) share the various responsibilities? Within the boundaries (typically budgetary) set by the board, you will want to work with relevant management staff to articulate what the roles and responsibilities vis-à-vis communication and marketing will be in the new organization going forward, and how these fit into the larger organization.

It’s all about people

In the integration phase, communications often focus on human resources (HR)-related issues and concerns, in addition to questions about the integration process itself. Change puts tremendous stress on people, even when the outcomes are positive. And, a merger is one of the most major changes that people in organizations can experience. Hence, it’s important to be sensitive to the “people” issues. Frequent, clear, honest, and two-way communication can significantly reduce the stress and fear that people feel, and can help tremendously in successfully advancing the integration process.

What people want to know

Communications staff should work closely with HR staff to develop communications related to benefits, retirement, severance, incentives, etc. They should also make sure to communicate regularly with both internal and external stakeholders about the progress of the integration process, and about any changes stakeholders may notice or experience.

Tools to support effective communications during integration

• One of the most helpful tools is the Frequently Asked Questions (FAQ) document. This document, which ideally was initially developed during negotiations, is a living document that evolves over time. Its primary audience is internal stakeholders. As questions arise, this document should incorporate them and provide the answers. The document should be widely disseminated through various communications channels: email, bulletin boards, staff meetings, etc. If an answer isn’t yet known, the FAQ should indicate this, and give a time frame for when the answer may be known. The answer should be disseminated at the promised time or, at a minimum, an update on the decision process should be given.

• There should be a process for staff and volunteers to submit questions, either by name or anonymously.

• There should also be a means for obtaining input from internal stakeholders to gauge the progress of the integration and to identify any problems or issues that should be addressed.

• Many of the nonprofit leaders with whom we’ve worked mention the value of a newsletter during the post-merger integration process. Newsletters are a great way to keep people informed, as well as to highlight successes and accomplishments in the integration process. You may want to send out two newsletters, one to internal stakeholders (e.g., staff, volunteers, and board members) and one to external stakeholders. The newsletter can be electronic if all who need to see it have access to email.

• As helpful as these tools can be, they are no substitute for in-person communication within the organization. The leaders need to talk with staff, share information verbally, and be present to answer questions and to listen to concerns. The importance of just walking around and being present cannot be overstated.