Relocation or dislocation? Key issues in the specialist management of group moves

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Abstract
Indicates the number of employees relocated in the UK each year and the amount of company money spent on making these moves as smooth as possible. Reports a five‐year research project which suggests that these moves remain very stressful for employees. Argues that this dislocation was caused by managers failing to understand the group move process. Explains the scope of the research, the types of UK company studied and the methods used. Underlines the finding that those organizations that approach group moves as holistic processes, requiring complex management responses, are likely to be more successful than those that approach it in a fragmented and poorly‐integrated way. Also stresses the need to see the group relocation as an opportunity for managed change. Analyses the perspectives of all those involved in managing and making the move (policymakers, those managing the personnel side and the move, those managing the physical side of the move (selection of new premises, etc.), line manager and the individual employees who are making the move) to show the issues that need to be considered.