As an HR leader or manager, planning and executing an office relocation can be one of the most complex projects you can oversee. Moving offices requires numerous logistical and operational challenges that aren’t exclusively confined to the physical act of moving furniture and equipment. A successful office move also includes the preservation of employee well-being, legal compliance and minimal business disruption.

Under your guidance and tutelage, however, these can all be maintained with confidence. This guide will go through all you need to know as an HR director to ensure a smooth transition to a new office and kickstart an exciting new chapter for your organisation.

Planning an Office Move

Any office move relies on a comprehensive, structured plan. HR managers should begin by establishing a multi-step relocation, involving key stakeholders from across the company. This de facto ‘committee’ should work together to establish realistic and attainable timelines and milestones, and provide a roadmap of anywhere between three and 12 months, depending on the size and scale of the company and workforce. A detailed budget needs to be established that accounts for every financial implication of the move, from relocation costs and equipment upgrades to employee support and extra utilities.

Understanding each company’s requirements is vital before undertaking the search for a new office. Such a move may be instrumental in achieving the company’s ambitious growth plans, and as such, HR directors may need to justify additional headcount figures, departmental upgrades, and new infrastructure. New premises that can offer meeting spaces, communal breakout spaces, and special facilities like server rooms must be identified and shortlisted.

Nowadays, HR managers have access to pricing tools for renting office space that can streamline and simplify the process of finding a new location. When evaluating locations, consider costs per square metre alongside practical factors like transport links, local amenities, and other relocation costs. New office locations must be accessible to your current and future workforce, with sufficient security, parking, and access to floors adequately provided.

Due Diligence and Legal Considerations

For HR managers involved in buying commercial property for the first time, the due diligence process seems like a never-ending hurdle. All aspects of a new commercial property need to be thoroughly evaluated, which is why working transparently with commercial estate agents, solicitors and surveyors will help, as all building services, systems, structure, and compliance issues can be identified well ahead of time. Any risks could affect the organisations’ ability to work effectively and legally from the new location, so these must be addressed.

Involving Construction Health and Safety Advisors is also a highly recommended step for an HR manager navigating an office move. Particularly in the purchase of newly-built premises, instructing third-party specialist advisors like Universal Safety Practitioners to conduct comprehensive site inspections and risk assessments will provide invaluable peace of mind. Such expertise reassures organisations that all aspects of a new location meet the required safety standards.

Managing Employee Expectations

HR managers must ensure consistent and transparent communication during any office relocation to squash any misconceptions or worries concerning the current workforce. HR must develop a clear communication strategy that begins from the outset and stays the same throughout the move. Employees should be granted the chance to ask questions regarding the relocation, including the reasons behind it and how it will benefit them directly. HR should endeavour to provide regular updates to keep them informed and engaged throughout the process and to prevent them from feeling disconnected from the project.

HR must remain informed of how the move can impact each employee’s commuting times and costs, particularly for those who may be tasked with longer journeys. Particular attention must be paid to employees with specific needs like childcare responsibilities or disabilities, ensuring that the new location and facilities can accommodate them appropriately and not pose an unnecessary obstacle.

Workplace Strategy and Design

Modern workplaces – whether private offices or coworking spaces – need a delicate balance between work environments. The new office should empower employees to work both collaboratively and individually, with sufficient privacy where needed. Acoustic insulation and reliable heating and energy sources need to be appropriately addressed to ensure optimum comfort. As far as office design goes, the new workplace needs to support how current departments interact and ensure a natural workflow can be achieved easily.

Contemporary workplaces require teams to be both flexible and willing to adapt on a whim. When considering your new office design, incorporate elements that will support different work patterns and the addition of new desks or equipment as the business scales. 

The Moving Process

Making sure that the physical relocation ends up a success can only be achieved with methodical planning. Winging it is a recipe for disaster. HR must work together with relevant stakeholders to ensure the seamless migration of IT infrastructure and relocation of appropriate digital equipment. Consider whether any security systems, servers, and access control can be maintained during the transition and whether any obstacles will prevent them from working once the new office is set up.

The moving process itself also requires careful, well-planned coordination. It may require the involvement of one or more removal companies to work in close conjunction with IT providers, facilities management teams and security personnel to ensure a smooth and properly managed transition. Issues are bound to arise from time to time, and establishing clear communication processes and reporting lines will help manage most if not all of them.

After the move, having access to robust and reliable support systems will be vital, particularly as there are likely to be teething issues and occasional hiccups from day one. Ensure that adequate IT support is available on-site during the initial setup of all new equipment, and bring facilities management personnel together to address any issues and safety hazards with the physical space, though ideally these will have been accounted for ahead of time. Provide employees with relevant documentation about any new systems or infrastructure that they need to complete their tasks effectively, with clear feedback mechanisms provided.

Business Continuity

Keeping business operations and functions afloat during the move may be tricky, particularly as the new location is undergoing its full setup and the incumbent one gradually sees its equipment downsize. Consider implementing staged moving processes or allowing additional flexible remote work to minimise employee disruption and keep tasks and projects moving swiftly along. Clients should also be communicated with well ahead of time, notifying them of any potential service disruptions or delays while the move is underway.

The initial days and weeks post-move are vital for optimising and reconfiguring the new space, ensuring it meets all employees’ needs. Crucial attention must be paid to employees and how they fare working in the new space, however regularly. Environmental factors like lighting, temperature control, air quality and comfort must also be considered, with maintenance and repairs scheduled as a priority if they are affecting employees’ productivity and attention to detail.

It’s clear that successful office relocations require several moving parts and are rarely, if ever, a smooth process. However, with these comprehensive suggestions, HR managers and directors can make the process much more seamless, minimising disruption to both business operations and employee morale. Remaining flexible and willing to adapt and make adjustments will also help to ensure the new space meets both the organisation’s and team’s needs long after the move has finished.