GROUP MOVES
A strategy for the non-movers A strategic approach is also required to address the concerns of, and support, those who decide not to relocate. For example, a policy may be required
to reward those who agree to stay until the date of the move to ensure business continuity even if they have decided against moving to the new location. Consideration should be given to
facilitate and support them finding alternative employment if refusal or inability to relocate results in job loss. Careful attention is required to ensure that this group does not become disaffected and engage in political action to undermine the relocation exercise. Besides considering strategies linked
to different employee circumstances where the change process involves physical relocation, attention must also be paid to communicating the change initiative to those who will not be required to move. They may well share some similar fears and concerns to those who expect, or have been asked, to move.
• What will the job security be for those left behind?
• Will those remaining now, be asked to move at some unspecified point in the future?
• Would it be wiser to change jobs now to a firm that has no obvious plans to relocate?
Once again, the change management strategy needs to address fears, self- interest and trust issues.
Timescales and implementation The strategic approach to managing a group move also needs to factor in timescale. Kotter and Schlesinger suggest that fast change will need to be clearly planned but, given its short timescale, is less likely to include employee involvement. Coercion (while risky) potentially may
be necessary if resistance is to be overcome. With slower change initiatives, there is more time for planning to take place along the timeline, potentially incrementally, thereby including involvement and participation. Action can be taken to attempt to defuse or minimise resistance. Global mobility professionals involved in
planning group moves will need to consider their position along this continuum of fast to slower change. In so doing, they need to take into account:
• The nature and level of likely resistance
Our new Global Mobility Toolkit, available on
relocateglobal.com
• The political strength of the stakeholders in supporting or resisting change
• The information they need to design and disseminate change policies and interventions
• The stakes involved if things do not go to plan
Analysis of the situational context and relevant stakeholders’ likely responses will be central to selecting the appropriate group move strategy. As the strategy is implemented, continual monitoring and review will be required to ensure staying on track.
12 | Re:locate | Spring 2017
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