Research On Human Resources Integration After M&A For Jilin Province Boda Pharmaceutical Co.,Ltd.

With the development of the national economy and the pursuit of health quality by the Chinese people,the big health industry has become the focus of attention and has become the pillar of the current economic development.However,at present,the pharmaceutical industry is not concentrated in the industry,the marketing method is backward,the drug price is high,the research and development ability is low,and the drug production compliance problems are emerging one after another.This situation is contrary to people's expectations,so the state continues to improve its policies in the medical field.To ensure the healthy development of the industry.Throughout the growth of world-class companies,we have implemented the history of mergers and acquisitions.In combination with the merger and acquisition of the "double seven" principle,70% of corporate mergers and acquisitions did not meet the original operational objectives,70% of mergers and acquisitions failed in the management integration after mergers and acquisitions.Practice has proved that the failure of M&A integration is mainly reflected in the failure of enterprise human resource management integration.Therefore,the research on human resource management integration after mergers and acquisitions has important practical significance.Jilin Province Boda Pharmaceutical Co.,Ltd.has experienced two equity changes in the past 10 years.During the period from September 2007 to September 2010,the original shareholders transferred their shares to Jiangsu Xiansheng Pharmaceutical Co.,Ltd.In addition,in June 2013,Jiangsu Xiansheng Pharmaceutical Co.,Ltd.transferred all the shares of Boda Pharmaceutical held by it to ICBC International's investment company “Futong Capital”.Mergers and acquisitions are short for mergers and acquisitions(M&A),and the development of Broad Pharmaceuticals covers both mergers and capital acquisitions.In the short-term experience of two equity changes,Boda Pharmaceuticals has different strategic orientations and development directions due to different owners.Under the rapidly changing strategic direction,the daily management of enterprises has encountered management problems after mergers and acquisitions: the development direction of enterprises is not enough.Clear,executive turnover,loss of personnel,outstanding product quality issues,declining market competitiveness,lack of employee cohesion,and major adjustments in the national pharmaceutical industry policy.Faced with such a severe development situation,this paper uses human resources auditing tools to audit and diagnose the human resources problems that occur in enterprises,comprehensively sort out the management difficulties and challenges faced by enterprises in the integration and transformation of mergers and acquisitions,and apply the literature to the current problems of Boda Pharmaceutical.Analytical method,interview method,questionnaire survey method,according to the theory of human resource integration,set the goal of human resource integration,design organizational structure integration plan,enterprise compensation and welfare integration plan,corporate culture integration plan.Through organizational communication,budget design,inclusion of assessments,benchmarking,and PDCA process management,the desired solution can be effectively implemented.Enterprise change and innovation are the eternal theme of enterprise development,but every step of change is full of countless resistances.This requires the wisdom of changing operators and the need to change the obstacles.This paper attempts to establish a "human capital integration model after mergers and acquisitions",combined with the theory of entrepreneurship within the enterprise,with the opportunity of mergers and acquisitions to achieve enterprise value enhancement,this exploration expectation can provide reference for the merger and acquisition of other pharmaceutical companies.