If your business is expanding, it is likely that changes will be made to your physical desktop.
You are in good company.
According to Statistics Canada, business expenses increased 2.6% to $ 7.4 billion in the third quarter of 2017, mainly due to higher investment in office building construction. While commercial movements are on the rise, few companies have a documented relocation strategy.
Many new customers tell us that their previous relocation experience was marked by poor communication, which often resulted in misdirected boxes, lost items and excessive stress.
So, how can your office avoid these pitfalls?
Your relocation project requires strategic direction. To help reduce stress and ensure a smooth transition for employees and the company, here’s a look at what should be an effective resettlement strategy:
Answers to key questions
Moving your business without a documented strategy is like driving in a place you’ve never been to, without instructions. It wastes time, energy and money. Any questions about numbers, including the number of employees moving, the number of moving boxes needed, key dates, deadlines, and inventory counts are strong examples of what will affect your upcoming move.
Personal and commercial benefits
A strategy is as good as it is executable. But people are less concerned about how if they do not believe in why. The converts will help your strategy succeed. Once the majority has the idea to move, it will be much easier to motivate them to follow a plan of action. We believe that the best way to get and keep people on board is to get them involved in the process right from the start. Begin by explaining the personal and professional benefits of a new office space. Link relocation to personal and enterprise-wide goals that your employees are interested in. This will put them in a good mood about the move and ready to execute your strategy.
Determine the involvement of your employees in preparing the office for moving day and the information they will need to succeed. Then decide how best to communicate with them when relocating your office. To reduce the stress associated with moving, ask managers to assess the individual needs of their employees and to react as proactively as possible. Employees who have a family, for example, will have different problems than single young people or close retirees. All concerns are equal and deserve your time and attention. Provide opportunities for staff to ask questions and get more information. Bring your office movers to answer any practical questions about relocation. Depending on the scope of your move, you also want to provide staff relocation packages.
When planning a schedule for your move, consider your operational requirements. Plan to move during your least busy time of the year. If this is not possible, you can always reduce the disruption of your daily workflow by systematizing your packaging process and preparing yourself for a move. Once your relocation is confirmed, you should never start planning.
Divide a complex project into small, manageable parts. This is necessary for multiphase displacement, where you will need a comprehensive plan to cover the entire life cycle of the project. But small projects can also benefit from such a work plan. Specify who and what will move at each step based on your business goals, construction schedules, etc.
A communication plan
Engage everyone, staff and partners, clients and the general public so that they feel personally invested in your relocation. Developing a communication plan in advance will allow management to prepare professional and in-depth communications that will ensure that everyone understands their roles, responsibilities and responsibilities in a timely manner without overwhelming them. We recommend that you communicate a move to the office with a variety of tools to keep people engaged.
A design plan
Make several visits to evaluate the new office with planners and space designers. Review your activities