In April, I will be part of an Access Group Round Table discussing the issues of a major relocation.
The event is co-sponsored by Schulich School of Business and York Region.
The event is titled Relocating for Growth – What are the hidden challenges?
As part of my preparation for the event, I sent out a question on Linkedin Answers.
Click here to find the original question and answer on LinkedIn Answers
The Success Stories series provides case studies from people about what it takes to become successful. Each of us is unique in our goals and aspirations, but we have things in common with others. Through the 10,000,000 people in my LinkedIn network we can share ideas and solutions that will help you achieve your goals. While I don’t always agree with all the comments I receive, I include all that are presented coherently and could help at least one of my readers.
The questions have been slightly edited for grammar and presentation. Comments and Kudos, while always appreciated, have been edited out.
bruce.kane.linkedin@gmail.com | Professional Services Consultant (Microsoft Exchange) | LION / open networker
Coming from an IT systems background, I’d be concerned about the data center. Ensure that the IT group has sufficient time to get the data center up in the new location, unless you’re already in a hosted environment. You’ll need to make sure that there is sufficient bandwidth as well.
I’ve been involved in one or two of these and it always seems those are two key things that get forgotten.
Consultant in corporate communications, strategic planning and business development, turnarounds and start-ups
I’m not sure what you mean by “major“. Moving 250 people to an office building next door is a major relocation. Do you mean moving outside of the normal expected driving distance of the employees – another province or state?
In either case there are 2 keys to a successful relocation.
- The employees have to buy into it – be excited by what the new facilities will offer, they have to be involved in the relocation – committees.
- Planning and more planning – lists of items to be done with names and dates against each item – meetings to confirm progress and to highlight potential bottle necks.
Senior Telecommunicatie Adviseur at Parisi Consulting
I would say that business continuity is the biggest issue of concern. A company that cannot operate for one day is one day to many. So one should focus on smart operation in the relocation, like identifying
· Single Points Of Failure
· Bottlenecks
and stuff like that. Not only internally, but also external: do my customers know where to reach me, do my partners know, suppliers, etc. Also look at different solutions for solving problems, like when people need to move because of traveling time, try to support home working.
Managing Consultant at Procom Services / ericb@procomservices.com
Eric Bostrom suggests these experts on this topic:
Program Manager at EMC Corporation
Do yourself a favor and get an experienced Program/Project Manager who has completed your type of move, they can bring a wealth of information to you on what to expect/plan for. I agree with the others, the move should be seamless to your employees, leave on Friday at the old building, come to work on Monday at the new building without missing a beat.
The largest concerns are:
· IT
· Facilities
· Environmentals
Senior Staffing Consultant/Recruiter at Microsoft Corporation TopLinked.com
I think Business Timing is the one area most overlooked when planning a move of this nature. By BT, I mean what will be happening in the normal cycle of that business during the period of 45 days prior to, and 45 days after the move. A move is, by its nature, disruptive so you do not want it to occur during a busy time of year (e.g. March to May in an Accounting firm) or when a major proposal will be do, or….you get the drift.
I would also agree with the most of the other answers you have received. I have worked both as a consultant to firms coordinating these types of moves, and on the client side as well.
Chief Executive and CEO (TOPLINKED.COM)
For a smooth re-location and transition it is critical to define the team that will manage and co-ordinate the project several weeks before the project commences. The team must include the building manager, as well as senior representatives from IT and operations – especially if there is any server equipment in the building. Planning is as important as there are several key strands and sub-projects, including:
- Co-ordination of re-located staff, assets and infrastructure
- Agreement with landlords and/or building managers for moving out and moving in. It is essential to have these people on side as it will be down to them to ensure the basic building infrastructure is in place at the new buildings, whilst ensuring that the evacuated building is left in a pre-agreed state in order to mitigate exit penalties, re-decorating costs etc.
- When moving from and/or to a multi-story building it is worth considering the nomination of a people coordination manager for each floor in order to ensure that each person exiting the building is found a new home in the target building and is moved across with their belongings and assets, seamlessly in one go.
- Ensure one senior person in the team is responsible for managing all supplier companies that will be hired to assist with the move. It is very easy to loose track of those tasks assigned to just a handful of suppliers. A good project plan that is updated and communicated throughout the team, including suppliers will help to mitigate the opportunity for errors and oversights.
- This is also a good time to re-organise seating plans – ie. who sits where and why. In other words, sit teams of people together but preferably close to other teams that they are in regular business contact with. This helps to build professional relationships, reduces ‘find’ time (ie. whom do I engage with to complete tasks x,y,z, and can improve process efficiency.
- Another opportunity often overlooked, is that of saving long-term business overheads. ie. opportunities to reduce number of printers, kitchens, toilets etc.
- Nominate a senior member of your security staff. This is a good time for things to go missing, either from peoples desks or items that appear to have never been physically delivered by suppliers. Make sure each person moving building is assigned a lockable secure box in which they can place their files, belongings. But make sure IT are responsible for moving all IT equipment. A good IT team will asset tag these assets and will need to check them and move them to the new building.
- IT will need to move desktop, servers and printer equipment during a natural downtime (weekends or holidays), and ensure the new building already has a fully operational LAN and WAN network prior to the move, in order to ensure a smooth and seamless transition with no service downtime.
Plan the move-out / move-in project. Take the project team through the whole project, acting out each part of the delivery. Include suppliers and key people coordinators and especially IT, building and security staff.
Lastly and also as important – hold a short 30-minute breakfast meeting each and every day during the move to ensure you are on track against plan, and that you are properly managing any issues and risks, day by day. There are always problems and issues that occur. Again planning will identify and mitigate many of these, but supplier deliveries can be late, temporary and new members of staff can be unaccounted for, assets can go to the wrong buildings, there can be power and water black-outs – but daily team meetings can ensure these are managed and dealt with.
I have a number of such projects under my belt, for which I have led many teams for moving up to 600 people at a time together with their assets, IT and building infrastructure, not to mention the preparation of newly built or brownfield buildings.
Senior Facilities Manager
All of the answers thus far are valid, however it’s usually the simpler things that cause the most disruption to the business. IT concerns aside, the act of physically moving staff from one location to the other can be overlooked at your peril. Like:
- Are the phones in the new location the same? If not training is required, the bigger the organisation the more time consuming this exercise can be.
- Is the business contact numbers the same, it is not always possible to get the same telephone number ranges from one location to another due to local supplier issues. How do you advertise the main numbers and staff numbers to your client base and to your staff.
- Where do I sit, where do the people I interact with the most within the business sit.
- Where’s the rest room, first aid, meeting room 23W, etc – orientation training/documentation is key.
- Then there is always the inevitable restack as teams get used to their surroundings and come up with valid reasons to move closer to related business teams.
- Data Migration (Previously Covered)
- Security swipe systems, unless using your own system – new badges for the new location.
And on and on…
It truly is the little things that get missed that cause the most disruption as everyone focus on the big picture issues as the answers thus far kind of emphasize.
Senior Consultant at Engineering.it
If the “major” part is about distance from the old site, don’t forget morale backlash.
Some of your better/brightest/younger/more talented employees will start looking for alternatives. And when you cause discomfort to your employees you always tend to lose the best, because they have less problems finding a new job.
The remaining ones will be unmotivated, to boot, by seeing obviously good people leave more or less “en masse” and feeling inadequate.
You don’t mention the reasons for the move and/or any “HR” safeguards, so what I wrote may very well redundant, but expect a loss of productivity due to both elements I cited.
Software Product Marketer
One more observation about employee morale:
Even a local relocation can cause a morale drop if it increases the average employee commute. And don’t underestimate the importance of things like the availability of food (especially if there’s no on-site cafeteria), coffee, and other services.
Someone from the relocation team should be tasked with thoroughly checking out the area around the new location and putting together a list, to be distributed to all employees, with names and addresses of “stuff” near the new site. This becomes more important as the distance from the old location increases.
International Development Stagiare at the European Commission
Madalina Pruna suggests this expert on this topic:
Nicoleta Boiciuc is Relocation expert for P&G Balkans.
Mobility Professional/Business owner
As previously outlined the prior planning for the move that deals with the employee “buy in” is crucial!! The on the ground “troops” can make the execution of all the planning efforts succeed or fail.
From a Relocation service providers standpoint, it is also helpful from our side of the table to simply be contacted in the early stages of the relocation planning. This helps by allowing the service provider to advise as to what is actually feasible for each component of the move as well as allow you to develop a better handle on what you will need in terms of timing, equipment and service provider capabilities. You will have a better grasp of what points to focus on during the RFP on the actual move services. And it will keep you from getting into a situation where a service provider or your own in house planners get in over their heads.
Vice President, Corporate Development at Fidelity Investments
I oversaw the move of about 250 employees from the Eastern suburbs to the western suburbs of
I am going to answer focusing on the more intangible items of such a relocation — assuming that all logistical, transportation, and physical items (including I.T.) are pretty straightforward and manageable (even in difficult circumstances).
The biggest item that I would recommend be a focal point is communications. It is very important to communicate openly to your employees – about location selection in general as well as tactically about how the move will be handled (where are the boxes, where to they go at what time on which day, etc.). Also, I think that communicating to clients that a move is taking place and that no business interruptions are anticipated, although there may be some minor temporary inefficiencies, etc.
Also, a focus on employee retention is probably important. Any move will probably generate a certain level of attrition – even a move of 5 miles. Identifying it, estimating it, and planning for its mitigation (assuming you want to mitigate it). This may consist of new flex hours, telecommuting, or even financial consideration for those who come under additional hardship — or quite possibly simply preparing the recruiting process to replace those employees lost, should your organization not feel the need to attempt to retain those staff.
The final item would be another communication issue – that of managing expectations. What does “day 1″ look/feel like (fully operational? bare essentials up and running?)? How long until everything should be “optimal”?
Lead Technical Recruiter at i-Hire, Inc.
I specialize in Staffing, so my first concern would be attrition, and how do we position our business to retain the best employees (compensation, relocation cost, or incentives).
Strategize & Organize, Your Productivity Partner and Keynote Speaker
When a company is moving, I help them with getting their files in order, getting a file management process in place, documented, scanner, or shredded, so that they start out the new space with a more effective system. They save space in the new location, save money on moving old files, and increase the overall productivity in getting up and running and maintaining for the future.
I’ve worked as a Director of Purchasing and Facilities for 6 years and have since worked independently working with over 200 companies on file management issues, from set up, retention, relocation, and purging.
Computer Relocation Services and Help Desk Solutions
The employee computer infrastructure is important. Make sure your I.T department can handle the large amount of computer disconnect and reconnects. Our firm specializes in this, but we’ve seen too many disasters where the I.T departments have a problem in the datacenter and neglect the desktops.
Letting the mover rip the equipment apart is also a bad idea. Make sure it disconnected quickly and in a way that makes reconnection a breeze.
Computer disconnect and reconnects are simple, but time consuming. If I.T departments don’t dedicate enough time, they’ll have a hundred angry employees on Monday!
Director of Business Development at Swamp Fox, LLC lstogner@powersystems.rockwell.com
A company going through a relocation needs to consider how they can improve their operational effectiveness in the new location. Many companies want the new location’s workflow designed using the principles of Lean Six Sigma. These principles work whether the new location is an office, manufacturing, distribution or all of the above. We help companies redesign their workflow and would like to help with your conference.
Kapil Kumar [linkedin@redbreed.com]
Director of Operations at RedBreed
Over the years, I have helped many large organisations with various types of relocations including same-shore as well as off-shore relocations. I have created my own approach which I refer to as 4Ps – People, Process, Plant (Infrastructure & equipment) and Performance which helps me identify potential critical issues.
But I thought it might be useful to provide you with this framework rather than a check-list because no two relocations are ever the same. And what is critical in one situation may not be in another.
People
Who are the people involved in the relocation? What level of involvement will they have? Moving a bunch of factory workers is very different from moving a bunch of highly skilled knowledge-workers. The key here is communication i.e. ensuring that everyone knows the rationale for the move and their part in it – timetables, actions, etc. Also ensure communication style & frequency fits the audience. As a rule, the more educated the people involved, the more scope for problems so the more the communication. You may also want to think about identifying key stakeholders and influencers among the crowd and spend even more time communicating with them
Process
Relocation is not just about people. What processes are the people performing that are going to be relocated? Relocating simple telephone (call centre) processes is quite different from relocating complex or specialised research & development processes. The key here is to evaluate how critical it is for the process to remain intact, identify the areas of risk that can compromise the processes and then build responses into you relocation plan to minimise the risks. For example, relocating a mission critical processes may require that parallel teams be in place so that the switch over is instantaneous.
Plant
These relates to the peripherals that need to be relocated. It could range from simply moving desks, phones and a couple of files, to custom-built, complex precision machines and environmentally sensitive equipment. If existing equipment needs to be moved (very likely) identify who is responsible for packing, moving and unpacking. Off course things like files can be packed and unpacked by end users, and you may need your IT guys with the servers but you’ll want to get professionals to move heavier and more specialised stuff. Relocating mission critical equipment many require that parallel equipment be in place. Otherwise it may be possible to achieve this through planned downtime.
Performance
Identify who is impacted by the relocation outside of those being relocated e.g. customers, business partners, suppliers, etc. Identify and measure current performance indicators before the move and create a scorecard around them. A ‘before’ and ‘after’ comparison of your scorecard will allow you to identify problems that may have resulted from the relocation. For example, in one assignment, we tracked the call patterns of customer service agents before and after the relocation. Changes in the call pattern allowed us to identify problems that we would not have readily been able to identify.
Overall, your assessment of these four dimensions will allow you to identify major areas of concern, where you need to focus your attention and the most appropriate way to structure the relocation e.g. real-time or in batches, self or professionals, weekday or weekend, etc
Account Manager/Client Services at iCrossing
As others have identified it depends upon the industry, where the move is geographically taking place and the items/equipment being moved. I was responsible for moving over 800 people from various locations around Manhattan (NYC), NY to a perceived less desirable west side location. Key issues were employee buy-in (of course), electrical union involvement for movement of some equipment (NYC), the data centers and their consolidations, telecommunications and all equipment and the proper and immediate functions of all services – food, security, building service, networks, etc. I would recommend the use of a good moving consultant, which I did employ, and a very honest and reliable moving company. The next major concern is get someone to run the move who can plan, plan, plan and then can follow through and execute, execute, execute. As it always seems to be when it comes to real estate of any kind, its location, location, location…
Independent Insurance Advisor with AFLAC
You have gotten some really great answers. RedBreed’s 4P’s put it very well and covered most considerations.
I handled several large moves for Pacific ell and found that communication with and consideration for your stakeholders is key.
We tried to make sure that all data and voice communications were in and tested at the new location well ahead of the move, if possible. Then on the back end we made sure mail forwarding and call forwarding was checked (take nothing for granted).
It really is the little things that can get you. We created a handbook for all personnel at the new locations that covered essentials, nearby restrauants, cleaners, banks, post office, stores, medical facilities, pet groomers ect. We included anything we could think of that would increase the “Feel Good Factor” and make the transition easier. It took some time but the payback was well worth it.
President – JNT Consulting LLC
First, are the employees being relocated get the right orientation about the location they are going to? Adjustment and adaptability to the culture at the new location play a big role in the success of every individual who will be relocated.
Second, what are the package of the relocation for each employee? Are the features of the relocation package providing the immediate needs of the relocatee in order to adjust at the new environment with ease? There are many facets of relocation that will enhance the immersion of the relocating employee into the new location. Some areas are: Temporary Living, Settling-In Requirements, Searching for new home, purchasing a home, leasing current home, finding school for children, language proficiency where necessary, banking and credit worthiness (specially if the relocatee is coming from a foreign country outside the US).
There are so many areas of concern when you relocate. Both the employer and the employee has a common ground and understanding what is happening and why is it happening. This forum is not enough to explain all the details. If interested for more, feel free to contact me at: juntee@jntconsulting.com
Director at Elective investments and Owner, Gavin Tonks Design
· the cost
· the preparedness of the new business
· scheduled moves related to areas of the business performance you cant just move the finance department of the 25th
· back up of information
· smooth access to information
· planning of desking and user functions if you are going to move overhaul the system
· getting rid of rubbish
· bar code every single item including the employees to move stuff systematically
· ensure services are installed at least 2 weeks before the move and terminate old site 2 weeks after the move
· key personal coordinating on both sites
Vice President – Operations at GeoGreen Biofuels, Inc.
Having worked in the relocation industry for a couple of decades, first, I would have to know, what type of move is it? In the same city or cross country?
The two companies I owned were for moving the automobiles for the employees (and athletes being the premier company in pro sports). So, I can tell you this. Find a good relocation company or a moving and storage company to give you quotes. What I would tell my customers is this when they were choosing either a household/office good mover is to get at least 3 quotes. I always liked to say throw out the highest and lowest and go for the one in the middle. But before doing that, get this from the FMCSA (Federal Motor Carrier Safety Admin) Your Rights and Responsibilities When You Move: http://www.protectyourmove.gov/consumer/awareness/rights/rights.htm.
Then do a quick google search on the company you choose – it’s going to probably be a local agent for one of the big companies such as Bekins, Allied, NorthAmerican or United.
As far as moving your employees vehicles if you are relocating to another state, a couple of things you want to keep in mind. 1. If you give it to the mover to move, he is going to give it to a car shipper and add a commission onto it. So, if you want to save some cash, find your own car shipper. When doing that, the first thing I would ask is, “do you guarantee delivery” if they do, then they should be considered. What I would suggest is send me an email and I can advise you in that respect…what I do is consult logistics companies and movers on shipping cars, but would be available to you for consulation.
- http://www.protectyourmove.gov/consumer/awareness/rights/rights.htm.
- http://www.carshippingexperts.com
From my experience in the pharmaceutical industry, if the move includes laboratories, then revalidation of all the analytical equipment and procedures will be an issue since the regulations require this be completed before routine testing can begin again.
Managing Director at The Hackett Group
You might also try going to www.ipeergrid.com to get a comprehensive reply to your question. iPeerGrid is specifically designed for business collaboration with the ability to reach a highly targeted peer population.
Networked Virtual Environments & Innovative Projects
Johan Vermij suggests this expert on this topic:
Jan is CEO of one of the
Office Administrator at BDO Seidman, LLP
In the struggle to ensure we cover all of the “business” bases (IT concerns, furniture relocation, continuity of services, etc.), we often overlook one of the most important concerns of all: the people. Employees impacted by a move experience stresses we sometimes fail to recognize. Making sure we have answered their questions and concerns about the new facility is key. Where are they going to park? Who is packing their stuff, or do they have to pack themselves? Are there places for lunch nearby? In every office move I have managed, it is understanding and responding to the concerns of the employees that has made the most impact on the firm’s ability to manage the change.
Our firm has experience with large corporate group moves, and although my experience is limited to the ‘people’ side of the moving equation, I can confirm that it is a delicate procedure to present your staff with the notion of corporate relocation on that scale.
With even just one corporate relocation, the affected employee goes through a life-altering event, but the stresses and considerations compound exponentially when you consider that an entire corporation moving affects every staff member, every client, every supplier and everything you once knew as ‘for granted’ changes at the same time.
With large group moves like this, you also have so many different generations of workers, with so many external life considerations – young workers who are usually most eager to go, 30-50 year olds with more complex family issues to consider, and 55+ who are more apprehensive to embrace change without first being certain of the effects on career path, elderly parents and pending retirement on the horizon.
I wrote an article a while ago for the magazine Canadian HR Reporter, about the fact that relocating the generations, that is of value during a complex group move. I will include the link to the end of this Answer. Hope it is of value.
- http://www.nupad.ca/2005-12-05-Pg%2015.pdf
- http://www.hrreporter.com
- http://www.relocation-canada.com
IT Infrastructure, Distributed Systems UAT and Project Management
Forward planning and keeping all employees in the loop, it’s no good moving anywhere if they are not going to be happy with the new location, my immediate suggestion would be to open a dialogue with the staff and make them part of the decision e.g. make sure and let them see what the new premises are like either by visits or 3d visualisations etc. If they move and are not happy then no matter how nice the new accommodation is business will inevitably suffer.
Sports Stringer at The Associated Press
Besides planning and logistical issues, the major concern should be the employees’ willingness to move and their happiness. Evaluating not just the material/financial cost but also the human cost.
Global logistics & supply chain executive positioning SCM as strategic competitive advantage
Don’t forget that the success of a relocation over a significant distance is determined by the engagement of the employees and that each employee has at least two dimensions which must be accommodated. First, his work and professional dimension. As second, and maybe even more important, is his personal and family dimension. I have seen otherwise successful repositioning of personnel crash and burn because of family issues which quickly become work issues. Engage the total employee. Specifically include programs and consideration of his personal family dimension
Tim Warneka (tim at blackbeltconsultants.com)
Author, THE WAY OF LEADING PEOPLE: UNLOCKING YOUR INTEGRAL LEADERSHIP SKILLS WITH THE TAO TE CHING
Relocating in an emotionally intelligent way:
· Employee buy-in
· managerial support
· change facilitation strategies
· identifying and managing stress on various levels of system
General Manager at Perpetual Limited
Alastair Bor suggests this expert on this topic:
TopLinked | LIONS | Experienced Business Networking Master with a bent for HR, IT, and possibility.
About 8 years ago our company moved a significant chunk of it’s IT, Service, and some of it’s Marketing and Education Operations from
Here are some good and practical questions to ask for a massive move:
- Is there a communication Newsgroup where people can share ideas, service providers, etc, to help them reconnect each other?
- What is the office shipping policy do’s and don’ts?
- What is each departments operational plan to handle staffing during the transition?
- With special needs like real estate, moving, staffing, hiring, HR, etc, what are the resources everyone needs to know and can we establish a few points of contact for each for that newsgroup?
- Have the receiving end office connectivity issues been worked out (plenty of working phone lines, network connectivity, HEAT, AIR, power?
- Does the
Data Center - What is the staffing plan to cover the % of people who do not elect to move after we get settled in the new location (In our move about 32% of the people DID move), after settling in the new location, the 70% people stayed on a phased plan temporarily while we established contacts with local staffing, universities, etc to source and hire 130 people!
- What are the requirements data, systems, security, processes, to allow percentage of people work from home during the change or in a disaster recovery situation to keep things going?
- http://www.sun.com/emrkt/blackbox/index.jsp
- http://www.sun.com/service/openwork/
- http://finance.groups.yahoo.com/group/Telecommuter_Professionals/
Director at Roberts Weaver Group www.robertsweaver.com
We specialise in the full lifecycle of relocation projects. I have provided a little information below. If you are interested please contact me directly.
The major steps include:
1. Defining a workplace strategy – working out what the firm’s issues and opportunities are that might be able to be aided by workplace change and baselining the current state.
There are numerous studies showing links between the workplace (encompassing the site’s location and position, type of facility, layout, furniture and fittings, services and amenities, use of enabling technology, etc) and key business metrics such as staff engagement / satisfaction / absenteeism / retention / attraction; brand strength; flexibility; productivity; innovation; efficiency and so on. I’m not saying that a firm or division can necessarily make significant improvements in any of these measures simply by moving to a new building: workplace change ideally should take place in the context of a broader program of change management, which considers the firm’s strategy and culture.
As an example, consider that “accommodation” typically accounts for 5-10% of an office based organisation’s expense base, versus around 80% for employee costs: there is evidence that the wrong location or a ‘bad’ fitout may increase rates of voluntary attrition and deter good candidates from applying for jobs (see Richard Florida’s article on the Economic Geography of Talent as an example of the former – Annals of the Association of American Geographers, 92(4), 2002, pp. 743-755). When you consider that the cost of replacing a skilled staff member is often estimated at around 18 months’ salary, the inference is that penny pinching on corporate accommodation is not necessarily in the best interests of the firm. Conversely, you certainly don’t need a ‘Taj Mahal’ budget to have a great workplace.
The lesson here is clearly that relocation decisions should be made strategically and holistically. Applying change management principles early and getting staff involved and engaged in this process is a good start: there are many examples of relocations that have led to substantial attrition, much of which was probably avoidable had a more effective change management process been applied.
Later stages include:
2. Selecting and finding the right site(s) (be it a ‘green fields’ site or an existing building).
3. Designing and implementing the new workplace and supporting technologies.
4. The integrated change program.
5. Managing the logistics of relocation and the impacts of a change of address.
6. Bedding down and benefits realisation.
Senior Management Consultant and Project Manager
I have managed several large relocations of about between 200 – 2000 staff. The key issues I encountered were:
- Planning – you can never do enough get I found some believing it could be left to the last minute.
- IT – needs to be heavily involved but not treated as though it is separate to the rest of the move.
- Expertise – Let the experts do what you are paying them to do. A relocation involves removalists (office and IT) who make their living moving things so use their knowledge. I have seen one manager dictate how he wanted this done with disastrous results.
- Destination – Make sure it is ready – I have been involved in a move when it was insisted that the move occur on a given date with the result that staff sat at temporary desk in a construction site. (Reason see IT above).
- Staff 1- involve early and often. I have managed one move where, to avoid arguments, people weren’t told of their new office location until two weeks before the move which simply held up the detailed planning.
- Staff 2 – think about the layout in terms of how people work and who they interact with. Changing this can change the power base of the organisation and needs careful thought.
- CEO/MD etc – Important that they be amongst the first to move as it send an important message. The rest move because it makes sense logistically.
- Communicate – communicate – communicate
Senior Principal – LM Liquidators Inc
Having just moved a data center from one state to another – I can tell you that business continuity is your biggest concern. The employees will buy into the move provided they fully understand the business reasons for the relocation and have some input on the move itself. But in the end the business must continue and I cannot stress enough the planning and project management that is required to make it happen. Sweat the details.
LifestYle Brokers Inc. / ArcheTech Consulting
Consideration of future growth, existing facility needs and creating efficiencies in the physical layout of the office space to enhance the work flow and business processes is a key component to creating a new work environment that helps the bottom line and smoothes the transition from what was familiar before to what will be in effect for the coming years in the new location.
Supply Chain Manager BU Robot Automation, at ABB Robotics
What kind of “relocation” is it question of ? As SCm in charge of Global Sourcing, I have been witness and involved in some changes. Our activity is Engineering. We make Robotized Industrial Lines for Car makers and Tier 1 suppliers, mainly.
Typically, our customers were moving their markets and production resources from High cost countries (HCC) to Low cost or Emerging countries (LCC or EC). So we had to relocate activities, resources, supplier network, etc.
Then, you can expect to face all kinds of challenges, either in home location, and in target location. It is not a simple copy – paste.
There are challenges related to :
- Suppliers capability and usual level of our expectations, understanding of our expectations, capability to fullfill it; Make or buy policy (can be different from home country);
- In house resources capability and experience;
- · social environment and challenges (at home country and target country);
- · structures and processes (networks, management rules, servers capabilities;
- · financial processes, local government and authorities practices and requirements, currency use and management, customs, ethics).
Actually, the labour market and rules (which is not social challenge at all, but resource challenge) can be the main burden as your trained people just leave once they can get more salary, typical on a growing market; Incidentally, the political system and risk must be considered as not only we have to consider cost reduction and time to market, but also sustainability of business.
And you have not finished with the burden because even when you have addressed and faced successfully all the challenges and shown that your new relocated unit is working well, you need to convince their remaining colleagues (those who were not victim of the relocation) to work with this LC unit and rely on their capability to deliver good quality, in right time, required quantity at market fixed cost…It is a large and complex topic for experienced managers.
Oh, I should not forget: Cultural difference…it is not a gadget, but a real cause for failure, may be the biggest one.
I liked the advices from Jonathan above. There you have many of the solutions and good practices to face the challenges, as he listed it. For sure, you need experienced people in charge, globally and at each local unit, and …it’s all about people, so please make sure to manage people. Moving machines is probably the simplest event. Moving resources and capabilities is fundamentally different.
Account Manager (Sales, Recruiting, Relationship Management) cdenny4@gmail.com
My experience was ten years ago with Deloitte & Touche. I was always involved in the office moves with respect to the technology of the office. An average move was usually around 150 people, but we had quite a few over the years well in excess of 1000. These large moves were within WTC in 1992, from WTC to W. Broadway in 1993 in the wake of the first terrorist bombing there, the consolidation of multiple practice offices spread out all over
- Look at planned infrastructure in the way of communications & connectivity. Be involved with the planning committee, architects, general contractors at every step of the way to ensure planned technology infrastructure could be accommodated.
- Look at your technology and your budget. This was usually a time to simultaneoulsy upgrade select systems as the network would be down and the users would be offline.
- Coordinate, check-in with, look over, bug, pester and whatever else it took to make sure vendors and contractors knew the schedules, could meet the deadlines and got it right the first time.
- Keep management in loop with status reports throughout the process.
- Be on-site, directing, helping, coordinating and taking responsibility for every aspect of the technology, that it was done well and done right. Sleep is not an option. It’s technology and the world will come to a grinding halt if it doesn’t work. Being a hero is not an option.
- When everything is finally done right, get together afterwards with all the other people involved in pulling off this feat so magically, go out and celebrate.
Senior Manager – CRM
Thinks to be kept in mind before a large relocation:
- How quickly can your customers reach you, how quickly can you be ready for switch over such that the customers / clients need not have to bear any delay. Any delay could lead to lowering the levels of Customer Satisfaction.
- Conduct a survey within the employee base about how they like the new location. Hence will help you plan the attrition due to the relocation.
- Costs involved in movement are not just on relocation of place but on setting up the IT Infrastructure, devising Employee Motivational Allowances, Administrative Infrastructure etc. hence they should be calculated well.
Online Networking Strategist, CEO OpenNetworkers.info < feel free to invite me to connect >>> openstrategy@gmail.com
The expert in international movement is Martin Blumenthal.
Manager at Euroclear
I advise you to closely follow the local regulation 
.
The data privacy is very important item of a data migration.
A lot of rules are in place and sometimes very constraining.
General Counsel at Petra Foods Limited
My experience comes from having been general counsel in a few organisations and my having focused on mergers and acquisitions which required both major and minor relocation of executives and staff. Some of the issues to look at are:
- rights & obligations that exist between the organisation and the individual executive/staff;
- the company’s or organisation’s exposure, if an executive/staff chooses to opt-out of a relocation;
- the company’s tax exposure: this could potentially change if for example the company has a policy of “reimbursing” or footing the bill for any “additional” tax that the executive/employee is required to pay as a result of the relocation;
- the impact (or lack of, for that matter) of non-competition clauses which the company has with its executives/staff;
- Other costs/benefits, which the organisation manages. i.e. executives / staff would want to know whether there is impact on the benefits and rights they enjoy in their current locale eg. insurance, allowances, hospitalisation benefits, social security contributions etc.
In respect of the organisation’s business/products: is there anything to look at or take care of to protect or enhance, in preparation for or as part of the relocation. The registration of trade marks is one area; and there could be government and other regulatory licences that need to be secured and these issues require some lead time to take care of. GC
VP, Personnel & Organisational Development, Executive Board member at FESCO Transport Group
We moved part of management team from small town to HQ. It caused lots of rumours in local community which influenced our employees – moving, staying and even those in other similar locations. The idea that we communicate with our employees and they communicate with their families and community did not work. Only direct communication with families (moving and staying), local business community and local social community helped. So my answer is – don’t forget the other parties involved and communicate direct!
President, InSearch Management Consultants, Inc.
Assuming this move is economically motivated, the logistical process is just heavy lifting. The motivation behind the move is the key question and regardless to the reason a spin needs to be prepared to deal with moral and culture.
Senior Staff Engineer
Planning and communication are key.
Planning for logistics (do we move old office furniture or buy new, company equipment, personal items, etc..) along with IT. Give a long lead directive to IT to manage both intranet and internet planning. Document this, and communicate this to the extreme with the company infrastructure folks.
With regards to communication, it is best to be as open as possible with the staff, and to get as much buy in as possible, and this needs to go all the way down through management to the folks in the trenches. If you get their support, the battle is won…
Owner Process Improvers – Supply Chain Consultancy & Executive Search
Major issues of concern:
· Impact for the customer; what does the customer accept?
· Impact on people: new employees to be hired/trained etc. yes/no?
· Impact on processes: secured enough to be able to transfer yes or no?
· Impact for suppliers: possible change of lead times
· Impact on organisation: manage transfer as a project yes/no?
Experienced Technology & Operations Leader
Don’t forget about lighting. Providing high quality lighting can be the difference between a workplace that is a joy to visit or one that gives you headaches every day. For some people (myself included), fluorescnet lighting (the cheap kind) causes eye strain and headaches. This was a problem for me as I owned the company and worked long hours. I put full-spectrum lighting with high quality diffusers in, and it made all the difference in the world for me. It gave me lots of energy and helped me grow the business.
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