Mergers, Acquisitions, Divestitures and Spin-offs

Exiting a Transition Services Agreement (TSA) early adds 5–7% to deal value, yet only about 1 in 3 sellers met their timing and proceeds expectations in 2024. Learn why separations stall and how to keep yours on schedule.

When a business is sold, spun off or carved out, HR operations and global payroll must stand on their own, often within months. Until they do, the new entity runs on a TSA that costs more every month, relies on a seller that wants out, and depends on systems it will soon lose access to.

This white paper shows where separations break down, what delay and error really cost, and why HR operations and payroll have to be planned and run as one programme from Day 1.

Download this white paper to:

• See the data behind the deadline: TSAs typically run 6–24 months, and a TSA exit involves more than 1,500 linked design decisions
• Understand why speed matters: an accelerated exit takes 6–12 months instead of the typical 12–24, and every month of delay adds cost and compliance risk
• Learn what getting it wrong costs: payroll is only about 80% accurate even in steady state, at $291 per error, and 1 in 6 companies has faced litigation over payroll errors
• Protect your people: 33% of acquired employees leave within a year, so joiner, mover and leaver processes and clear communication have to work from Day 1

Walk away with a four-phase, gated separation roadmap and the eight core HR operations processes every new entity needs in place on Day 1.