Category: telecommuting

Part 2 of a 3 Part Series on Corporate Relocation Services and Group Move Management

A TRC client acquired three complementary operating companies and decided to consolidate all operations. After considering locations throughout the Northeast, the company settled on a location in Southern New Jersey, just outside of Philadelphia. The company planned to close its facilities in nearby Northern New Jersey.

The consolidation affected more than 250 employees, mostly from the Northern New Jersey location, but also from locations in Virginia and Texas. As always with group move management, the company wanted to minimize disruption and lost productivity while ensuring the highest employee relocation acceptance rate. Read More

Getting Started: The Initial Needs Assessment

The first phase of an effective pre-decision planning program is an initial needs assessment. The initial needs assessment typically consists of a brief, pre-initiation call or interview to gather key financial and lifestyle details on the employee and his or her family. These details should include information on:

• The family’s current home and finances
• The spouse or partner’s current employment situation
• Expectations and requirements for the spouse or partner’s employment in the new location

Ideally, this interview is conducted by a third-party relocation consultant rather than a representative from the company. Employees might be reticent about sharing personal details with a coworker, and company representatives might not be sure which questions to ask to get a full picture of the transferee’s situation. Read More

Part 1 of a 3 Part Series on Corporate Relocation Services and Group Move Management

Relocating employees after a company acquisition can be a challenging task, especially when asking employees to relocate to a perceived undesirable location. When a longstanding TRC client headquartered in Rapid City, South Dakota decided to acquire one of its competitors based in Denver, Colorado, they knew that employees could be reluctant to relocate. After evaluating its talent needs, the company decided to offer a domestic relocation package to 59 of its newly acquired employees and their families, based in either Colorado or Wyoming, to South Dakota.

Through employee interviews and discussions with acquired management staff, the client confirmed that the employees viewed the move with hesitation and reluctance. So as the offers were being made to key employee talent, it was important that as many accept the move as possible.  To nurture a high acceptance rate, the company needed to be prepared to provide all the necessary information and support that would allow the employees to feel confident in accepting the move. Read More