Relocation as a Strategic Tool

One of the things I try to get across to students in the classes I teach is to view human resources in their company as a SYSTEM. Most of them have a tendency to think in terms of PROGRAMS. When you think in terms of "programs", such as compensation program, safety program, benefits program, performance management program, you imply a discreteness that does not actually exist. What actually occurs is that changes in a program have an effect in the system. And if you are not aware of that you may be setting yourself up for some unintended consequences that could end up being problems. Sometimes very expensive ones.

One "program" that I have not thought of in awhile is relocation. I had never really thought of relocation as a strategic tool. But the fact that it is, especially in today's marketplace, was made much clearer to me in a conversation with Jill Heineck, a new blogger who writes a blog called Inside Relocation. In a new post entitled Relocation: Strategic Planning Leads to Top Talent Jill makes the statement "When asked when was the last time they reviewed their relocation strategy, most say, “Strategy? What strategy? You mean program. We look at that all the time.” No, I am not referring to the policy or program, but the strategy, in that the way it is used to attract and retain top talent, and adding to the bottom line."

The fact that a strategy approach should be used, rather than a programs approach, is shown in her statement "... to provide more predictable results ... plan how to leverage your relocation strategy creatively, by collaborating with the executive teams that are impacted by relocation, such as Talent Acquisition, Talent Management, Marketing and Finance."

My experience as always been that relocation is an after-thought. It is something touted up front in a simple statement of "we offer relocation" and worried about the recruitment is done. Only then do you discover the problems. Jill has an example of just such a problem. "...They had made the offer and he had accepted. But there was a hitch. Relocation benefits were never discussed, and once they began to delve into the candidate’s real estate situation, they then delved into his financial situation. And then they realized it was a bust. The company wasn’t prepared to spend the kind of money required to help the candidate make the move." And as it turns out the candidate could not afford it either. NO PLANNING = FAIL and loss of money.

Since relocation is not an issue most HR folks have any expertise in I suggest that if you deal this you subscibe to her newsletter. It can be found at Focus Relocation. (And in case you are wondering, I have no financial stake, or any other stake for that matter in her business. I just think it is an area few of us HR types know anything about so I wanted to point out the resource.)

Employment and Unemployment: A Crazy Mixed Up World

I have a lot of friends and know of many more people who are unemployed and have been for quite awhile. I am sure you do too... in fact you may be looking for work yourself. You hear from them that jobs are just not available. So listening to them and watching news reports you just get the idea that no one is doing any hiring and that business are being conservative in adding people. But then you read an article like the one that appeared in the Wall Street Journal on Monday, August 9th. Written by Mark Whitehouse it is called Some Firms Struggle to Hire Despite High Unemployment (no link, you will have to look it up.)

In his article Mr. Whitehouse tells the tale of many businesses who cannot get people to apply for jobs they have available. There was a previous article that indicated that many employers were having difficulty finding workers with the level of advanced training that was now needed. However, Whitehouse's article doesn't indicate that is the problem. For him the issues appear to be:

• 99 weeks of unemployment benefits allows job seekers to be "pickier" in their choices. He tell of several people turning down job offers because the wage was less than the unemployment benefit.
• Many of the unemployed are what he calls "middle skill, middle wage". They are unwilling to take a low skilled, low paying job. Human resources positions fall into this catagory?
• Housing situations keep people from relocating for a job. Especially given that the "job security" and "loyalty" bonds have been broken.
• Some people just cannot get themselves to "bite the bullet" and take a job that is lower than their expectations.
• Some babyboom workers have decided to live on unemployment and savings until they can collect Social Security benefits.

According to Whitehouse "Some economists fear the U.S. could end up with a permanent caste of long-term unemployed, like those that weigh on government budgets in some European countries."

So the question I have for you readers, if you are unemployed, is are you on your way to being a member of this permanent caste? Answer my questions if you would:

• What do you think are the reasons for still being unemployed?
• Are you willing to change careers?
• Are you willing to change geography?
• Are you willing to adjust to a smaller income?
• How are you getting by?

You can respond anonomously, no identity is needed. Thanks.

Things That Stress Out Your Employees Scenario #204: A Personal Relocation

There are alot of things that can result in someone not giving the company their best work and undivided attention during work hours. A wedding, a divorce, birth of a child, illness of a family member, personal illness, impending Super Bowls, etc. HR people are generally tuned into paying attention to these things, and in fact we have laws on the books to help deal with these to an extent. Well here is one more thing that can cause a major distraction: a personal relocation! When it is a corporate relocation there is some support for the move and typically some financial backing and assurances. But when it is a personal relocation there is a great deal of stress associated with timing, money, and time issues. Making sure the appropriate things are canceled and the other approriate things are turned on. Packing, movers, and finding temporary housing all compound the stress.

The stress increases when the sale of a home is involved because then real estate dealings are involved, potential buyers viewing the house, and once a buyer has committed you have the stress of making it through a closing, Money, timing, repairs (and more money), delays, the movers, etc. all cause your employee to be distracted and subsequently less than productive at work. ( I know this from personal experience because I just described me!).

So be aware of what is happening in your employees personal lives because you may be able to anticipate stressful times that may have an effect on their work. Your awareness and proper handling of these situations may make the situation smoother for all parties concerned.