Mergers and acquisitions involving your company don't augur well for job security, Rolie says.
"There (are) just so many duplicate positions. There (are) only so many (human resources) people a company needs (for example)," Rolie says.
That's because they typically create redundancies on the payroll, with two or more people fulfilling essentially the same role at both companies having to compete for that role within the new organization created by the merger or acquisition.
Typically, that's a battle won by whoever works for the company that came out on top in the merger or was the acquirer rather than the acquisition, she says.
Middle management is especially susceptible to cutbacks resulting from mergers and acquisitions because managers often perform similar duties and can be easily consolidated.
How to fight back: If your company is being absorbed or reorganized, one of the most important things to learn about new managers is how they measure employee performance, Kane says.
"However the employer defines performance in your particular role is the key," he says. "You have to count performance the way your employer wants to count it, not the way you think it ought to be counted."
Doing that successfully can help you stand out to new bosses and keep your place in the company, he says.