HR’s most important consideration during acquisition due diligence is organizational culture (B). At the SPHR level, cultural compatibility is recognized as one of the strongest predictors of post-acquisition success or failure.

Organizational culture shapes decision-making, leadership behavior, risk tolerance, communication styles, and employee engagement. Cultural misalignment can lead to talent loss, resistance to change, productivity decline, and failure to realize anticipated synergies—regardless of how well financial or operational elements are planned.

While leadership structure (A), benefits integration (C), and severance obligations (D) are important transactional considerations, they are easier to resolve than deeply embedded cultural differences.

SPHR exam content consistently emphasizes HR’s role in identifying, assessing, and planning for cultural integration risks during mergers and acquisitions, positioning culture as a top strategic concern.

References :

HRCI SPHR Exam Content Outline — Functional Area: Leadership and Strategy (MandA due diligence; culture).

HRCI SPHR Study Guide — HR considerations in mergers and acquisitions.