At Our Natural Best: How a Well-Being Practitioner Leveraged the WHY Discovery Process to Help Organizations Align Employee and Organizational Well-Being after a Merger

Studies of mergers and acquisitions show that they often put at risk, “the degree to which employees can identify with their organization, see a clear future, or strive toward organizational objectives.”1 After a merger, most employers experience an engagement change curve, which is characterized by a spike in engagement shortly after the announcement. The percent of highly engaged employees, however, drops nearly in half, followed by a gradual recovery that can take at least 3 years.1