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Managing talent in the post-merger integration phase is critical and should not be lost. Merger and acquisition in Malaysia, where the spare talent pool at the professional level may be limited in some industries, retaining and motivating key employees is a milestone towards success. In this case, even negative structural change and/or reorganization, leadership, and job can be communicated effectively to minimize uncertainty with respect to the future prospects of the talented employees. Training needs should be acknowledged and employees aligned with the new corporate goals and objectives are also critical.
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