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A vitally important ingredient in this is having the right team in place. Each team member must have the necessary mix of qualities for success. In general terms, these come down to ample amounts of skill, experience and time (bearing in mind that much of the hard work of relocation is often done on evenings and over weekends).

 

For all but the smallest moves, the team will inevitably be a mix of in-house and out-of-house resources. When it comes to external participants, the selection process should be rigorous, emphasising relevant track record and good client references.

 

Each team member must be absolutely clear on his or her own responsibilities and on timing.

 

The first thing to be removed from desktops is usually IT equipment. De-commissioning, transport and re-commissioning are often handled by specialists. This may need to be treated as a project-within-a-project, depending on the amount of equipment and its complexity.

 

Specific points to remember in the preparation stage include:

 

Coordinators
• Appoint from within the moving departments
• Don’t under-estimate the importance of these helpers
• Select senior people able to make decisions
• Agree every step with these frontline leaders
• Freeze layouts at least two weeks before the move - no exceptions!
 

IT
• Investigate voice and data communications needs with the client department and the specialists
• Identify any new systems or equipment to be introduced, necessary LAN changes or other special requirements
• Consider exactly how existing equipment will be disconnected, transported and then reconnected.

Communicate
From experience, a major contributory factor in all successful moves is encouraging staff to play their part in the project when and how required. This will only happen if they are involved in the process from the earliest stage - and the key to involving staff is good communication.

 

Certainly, from the mover’s point of view, communication is probably the most important element in the whole process.

 

Relocation and stress are almost inseparable partners. An effective communication strategy is crucial. From well before moving day, timely, appropriate, accurate and helpful information should be available.

 

This can be handled in a number of different ways, including meetings, site visits, displays, newsletters and websites. The right mix depends on the nature of both the organisation and the move – and may vary with the stage of the project.

 

Mover briefings
• Do not attempt to brief all the staff moving unless the relocation is of a relatively small scale. For larger groups, use the coordinators to cascade the detail to colleagues.
• Ensure all coordinators attend the briefings
• Prepare detailed notes - don’t assume anything!
• Thorough briefing pays off: go through the notes line by line
• Explain any move referencing system, colour coding, desk numbering, etc
• Issue building plans, zone colours, labels, etc
• Tell coordinators they must brief all staff
• Go through the timing for the move

Contractor briefings
• Meet the removals team well ahead of the move
• Walk the site with the supervisor or foreman
• Explain restrictions, working hours, special needs
• If this is a multiple move, insist the same foreman is involved throughout
• Get movers to assess the number of crates required
• Explain the referencing system, colour zones, coding, etc
• Arrange for specialist staff to be present as required, eg lift engineers, electricians, fitters

Moving Day
This is the day that tests the quality of all your preparation. It tests managerial aptitude, and frequently diplomatic skills as well. Be prepared for the inevitable last minute changes.

 

Moving departments
• Visit the departments regularly during the day
• Monitor packing progress with the coordinators
• Be reassuring and supportive, but stick to the timetable
• Non-essential staff should leave at an agreed time - the cut-off must be no later than the agreed start time for IT decommissioning
• Expect IT staff to need extra time and probably help, too

Removals team
• Meet and brief the team
• Issue plans showing zones and references
• Put up temporary signs
• Double check protection of all property
• Ensure that someone is in attendance the whole time that movers are on site
• Check progress regularly
• Ensure vans are empty before they leave

After the Move
The FM, project manager and key consultants should be visible and available to sort out problems and offer advice. A temporary helpdesk or a snagging sheet issued to all staff can provide a useful focal point for this.

 

In the early post-move stage, requests for ad hoc changes, for example to layouts, should be heard but generally resisted. Everyone will have a better understanding of how well the new environment works once it has become familiar, and proposed modifications should not be considered for action until then.

 

A customer satisfaction survey, carried out after the settling in period, can be useful in evaluating the process and finding out what lessons might be learned for next time.