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Move Coordinator

By Pattie Maier ·
I am evaluating the role(s) of a move coordinator for a business. My experience is the process for re-locating offices is painful for the business. The lack of one point of contact for HR, facilities, and IT creates confusion, misunderstanding, and late deadlines. I would appreciate any feedback on experiences, and/or processes you have in place which are working or not working well. Thank you.

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A Single Point Of Contact

by Master Gunner In reply to Move Coordinator

Several things I have painfully learned:
1. Anyone who makes a decision regarding the move is going to be stuck with all follow-up regarding the decision, doesn't matter if they are the coordinator or not.
2. Once the coordinator is picked, brainstorm over the infrastructure required at all locations. Power, network, phones, printers, etc, need consideration when office areas are laid out, not after the desk and chair are there.
3. Allow the coordinator to put together a tenative plan and present it BEFORE telling him it all needs revised. Some of it will change as soon as it is presented, some of it will remain in place.
4. Establish a timeline to HR, Admin, IT, and others to get their requirements into the coordinator. To often,plans for upgrades (Marge needs a bigger desk, and I want a coffee pot) get tied to the move, and the single point person does not get the info until the old stuff is set in place.
Hope this helps

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Degrees of Pain

by Oldefar In reply to Move Coordinator

Any business disruption is painful, and moves are no exception. In addition to the "business" pain, there is the impact on users and managers.

The biggest problem for users is that they tend to be left out of the discussions. The move is less painful when they are kept abreast of how the move will impact them. Watch for the little irritants - things like their having to reprogram their speed dial on the phone, or having insufficient power outlets, or too little file space at the new location. Other considerations include the logic behind new seating arrangements. Prime locations should have a justification for the assignment - seniority, recognition of job performance, etc.

For managers, the issue is often cost. A forced move that impacts their budget is a real problem. Make sure that any decision being forced on a department has a business objective and business requirement linkage, and that they have an appeal channel within their own chain of command. The move coordinator should not be forced to defend these decisions.

Many organizations mix other changes in with the move. I don't recommend this. If post move all paper files will instead be electronic, get that project done before the move. If there will be changes inhardware or software, do these before the move or delay them until the dust settles.

Checklists are a must, all the way down to the individual. A short meeting with free treats is a good way to get everyone involved in doing their part.

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Mixed Bag

by Master Gunner In reply to Degrees of Pain

Don't allow the move Coordinator to be tied down with side issues; improvements of operations, local storage of old files, buying new furniture. Do allow the MC to deligate lease of vehicles temp hires, and infrastructure improvements to those departments that should handle them, but make the MC the check back point to make sure all of these issues are on track.

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Planning & Communication is everything

by pursuit In reply to Move Coordinator

We moved our office into a new space 8 1/2 years ago and then last year recarpeted the entire office-----meaning both times, everything in the office had to be moved out and put back in place. And, both times I had no budget for assistance, etc. We managed to complete both with little to no interruption in business. Not to say some weren't displaced for an hour or so---but the office was still open for business and able to function well. We are a small office, very paper intensive (over 8,000 files to be moved--not in closeable file cabinets, and many more which were along with other equipment, etc.). Looking at the type of information/materials your staff needs to function and making sure it is available until the last possible moment and at the first possible moment will help tremendously. Keeping records, etc. organized also takes planning so you're not trying to figure it all out on the other end and wasting resources.
If you are interested in details which worked for me,provide your email address and we can correspond more directly.

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