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When American Express Global Business Travel (GBT) completed its $540 million acquisition of CWT, integrating 8,600 new employees became a monumental task for Patti Huska, the company’s chief people officer. With over 30 years of experience and a history of successfully managing a dozen acquisitions, Huska embarked on this challenge with a well-honed strategy. This approach not only emphasized efficient onboarding but also prioritized cultural integration and human connection. Her methodology is supported by Amex GBT’s research, which highlights that companies focusing on employee well-being and a positive culture see significant growth compared to their peers.
Strategic Integration of New Employees
The integration of CWT’s 8,600 employees into American Express GBT’s existing workforce of 27,000 required meticulous planning and execution. Huska’s approach was clear: speed and clarity were paramount. Her experience with previous acquisitions taught her that rapid assimilation is crucial not just for the company but also for the employees and customers. This philosophy echoes findings from the “Growing Business Report,” which underscores that companies prioritizing employee well-being are more successful.
Huska’s strategy began with ensuring that the fundamental aspects, such as equipment and access to systems, were in place. However, she emphasized that the human element was even more critical. Within days of the acquisition, Huska had organized multiple town halls to address any uncertainties and foster a sense of community. By providing clarity, whether the news was positive or not, she aimed to alleviate concerns and build trust among the new employees.
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The Role of Communication in Integration
Effective communication was central to Huska’s integration strategy. She based her approach on three principles: clarity, consistency, and frequency. The town halls she organized were not just for top executives but involved team members at all levels. This inclusive approach ensured that recognition was distributed across the board, especially to those working behind the scenes.
Huska also emphasized the importance of leveraging multiple layers of leadership in communication. By involving various leaders in the process, she ensured that the message was consistent and widespread. This approach not only facilitated a smoother integration process but also helped in acknowledging the contributions of all employees, thereby fostering a culture of inclusivity and appreciation.
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Technological Coordination and Data-Driven Approach
Integrating 8,600 employees into GBT’s systems required a high level of coordination between tech teams. Huska’s department managed to incorporate CWT employees into GBT’s human resources systems on the very first day after the acquisition. This seamless transition was a testament to the meticulous planning and execution by her team.
Huska’s strategy also involved a data-driven approach to track employee success and satisfaction. By measuring retention rates, engagement scores, and customer satisfaction, she ensured alignment with the company’s broader objectives. Regular surveys and feedback mechanisms provided real-time data to identify gaps and adjust strategies accordingly. This approach underscored the importance of continuous improvement and adaptation in the integration process.
Long-Term Cultural Alignment
While the initial integration phase focused on minimizing disruption, Huska acknowledged that achieving full alignment would take time. She noted that transitioning benefits and harmonizing compensation structures across different countries required careful analysis and change management. Despite these challenges, her goal was to build towards long-term alignment and cohesion.
Huska believes that employee retention is driven primarily by creating an environment where people want to stay. This philosophy aligns with research indicating that employees value recognition, purpose, and growth opportunities over monetary incentives. By focusing on these aspects, Huska aims to foster a positive workplace culture that supports both personal and professional development.
As American Express GBT moves forward with this significant acquisition, the question remains: How will other companies navigate the complexities of large-scale integrations while maintaining a focus on employee well-being and cultural cohesion?
