Redefining ERGs After a Merger

Mergers and acquisitions (M&A) present a unique challenge for leaders concerned with the culture of an organization. Following a merger, the ways in which people work and how the organization recruits talent, manages performance and creates an inclusive workplace can all come under scrutiny from those attempting to assimilate.

When it comes to employee resource groups (ERGs), how they operate and are structured is something that must be navigated, particularly as it pertains to legacy operations acquired via M&A.

Raytheon Technologies (No. 41 on Fair360, formerly DiversityInc’s Top 50 Companies for Diversity list), following the 2020 merger between Raytheon and United Technologies  has dealt with just that. Recently, the company held an ERG summit with the goal of gathering ERG leaders from across all of its nine newly integrated ERG groups to empower them to collaborate and innovate.

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