 |
|
Change in the form of relocation can be one of the biggest challenges for any organization. It's one of the most underestimated changes too. I've lost count of how many times I've heard senior managers say things like "How hard can it be?" or "Just give them a few boxes each, the removalists do all the work".
Relocation change is about the biggest stressor there is. I've often heard it rated higher than public speaking, which some believe is more stressful than death – no wonder we need to plan for it. Many organizations use relocation as a chance to try new ways of working to engender a new culture. Therefore it's much more than a simple exercise of relocating; there are many facets to take into account and therefore we must plan change communication into the process early on.
The top three concerns
Let's look at the top concerns for people during relocation change. When we move house, we pick the location, we know what we're doing with our belongings and we're pretty much in control from the start. However, organizational relocation is very different as there are many factors employees aren't in control of.
I've just started working with a new client and have begun focus groups which have re-affirmed the issues I regularly identify in relocation change, here are the top three:
- Location – People have questions such as: how much further will I have to travel to work? Which transport is best to use? Will there be plenty of parking?
- Personal work space – The basics people need answers to are: Will I be able to take all my stuff with me? Where will I sit? Who will I sit next to? (I hope I don't sit next to X, they're so loud.)
- Chairs – Will I get a new chair? I have to keep my current one, it works for me! I have back problems I really have to keep the chair.
In no particular order, these are the top three concerns I find time and again. All three issues need management early on, and right through the process. Ensure questions that can be answered, are answered early and involve people in the relocation as much as you can.
Communicate "physically" as much as possible, such as site visits to the new building prior to the move, and a display suite of new furniture people can touch, feel and test out. You could even get employees to vote on new chairs or desks. Involve people early and often, don't just give them a box towards the end.
Resolving the chair issue
My tip on the chair issue is: Don't underestimate it. Ensure you have the specs to show people how much better they are than the ones they've had for years, and have an OH&S (Occupational Health & Safety) person or ergonomist on deck to manage each individual. If not, it won't be a matter of "who moved my chair" but rather "I'm moving my chair, get out of my way!" I actually have photos of three staff members of an accounting firm wheeling their chairs down the main city street and also labels on chairs in bold letters saying "THIS CHAIR MUST GO TO THE NEW BUILDING"!
See you next month,
Regards,
Adrian Cropley Cropley Communications
adrian@cropleycomms.com
How to communicate with hard-to-reach employees With more and more people working remotely from their managers, and many others not having access to technology, new strategies are often required to reach each and every employee. This new report is packed full of the latest strategies and case studies on engaging hard-to-reach employees, including those who work remotely from their managers, and those who do not have access to a computer. |
 |
Authenticity is a must for corporations |
|
You've got to love the romance of "transparency" |
|
Tales from Black Belt Training |
|
|
About
Melcrum
Melcrum is
a research and training business, expert in all aspects of
internal communication. Through our global networks, we connect
more than 18,000 professional communicators in sharing what
works. We produce benchmarking research, periodicals, reports,
membership websites and CD-ROMs and run training courses,
conferences and workshops.