A grip on human capital in a transaction

In a merger or acquisition you buy more than figures and contracts. You are taking on people: employees, leadership, knowledge and culture. We make sure you know what you are buying, before, during and after closing.

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What HR Due Diligence delivers for your organisation

In SME organisations, human capital forms an important part of the value – and of the risk. HR Due Diligence maps out points of attention and risks in the human capital that could affect continuity, performance and value creation after closing. After all, you are taking on employees and the obligations that come with them.

Alongside human capital, employment law obligations play a major role in the risk profile of a deal. That is why, where necessary, we combine HR Due Diligence with HR Legal Due Diligence, so that insights from people and law are assessed together. Not a separate HR report that stands apart from the legal reality.

We do this in three ways:

With desktop research and interviews that give insight into loyalty, leadership and dependence on key people
With analysis of employment law risks, from the application of the collective labour agreement (cao) to non-compete clauses and pension obligations
And with an action-oriented report full of concrete points of attention for steering after closing, in the areas of retention, leadership and organisational design

What is HR Due Diligence?

HR Due Diligence is an analysis of the human capital around a transaction. The aim is to gain insight into the quality, stability and risks of the employees and the organisation, and their influence on value and continuity after closing.

When do you choose HR Due Diligence, HR Legal Due Diligence or both?

The choice depends on the transaction and the risk profile. HR Due Diligence gives insight into human capital as a value driver; HR Legal Due Diligence focuses on legal certainty. The two are often carried out in combination.

How we approach it

From the first risk assessment to the day after closing.

Step 1

HR Due Diligence: people as a value driver

We map out loyalty, leadership, turnover and dependence on key people — the factors that determine value after closing.

Step 2

HR Legal Due Diligence

We analyse employment contracts, the application of the collective labour agreement (cao), pension schemes and ongoing employment disputes, so that you know which obligations you are taking on.

Step 3

An action-oriented report for after closing

You receive concrete points of attention for steering on retention, leadership and organisational design, ready to use straight after the deal.

Arrange a no-obligation conversation about HR Due Diligence

Would you like to know which risks lie hidden in the human capital in your transaction? Arrange a no-obligation introductory meeting. We are happy to think along early, so that you know before closing what you are taking on.

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Most frequently asked questions

Which HR risks occur most often in mid-market transactions?

Dependence on key people, limited succession, informal HR policy, increased sickness absence, the risk of people leaving after closing, and legal risks around contracts and non-compete clauses.

What exactly do you investigate within HR Due Diligence?

We combine desktop research with interviews. We look at the composition of the workforce, turnover and departure patterns, sickness absence, the outcomes of employee satisfaction surveys (MTO) and the professionalism of the HR policy.

What value does HR Due Diligence deliver for the deal?

Concrete input for decision-making, valuation and agreements on retention, governance and organisational design after closing.