Property and Infrastructure Specialists
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Key requirements for consolidating or transitioning your workforce

Most of us have a day job. So, when faced with an internal project such as managing a move or consolidating a workforce, we can sometimes not bring the same discipline from our day job to these ‘special' projects. We may have enough on our plate or it may not be within our areas of expertise.
Key requirements for consolidating or transitioning your workforce

There is considerable risk in moving or consolidating a workforce that is exacerbated by ineffective management, such as:

  • Delayed program
  • Increased costs
  • Staff churn and loss of productivity
  • Not delivering the planned outcomes

In addition, beyond just the transition, impacts may occur to the organisation’s ability to continue to deliver its overall objectives.

To address these risks, as an initial step, suitable governance and project management arrangements must be established to provide greater assurance for a successful transition. In addition, the internal governance needs to make sure its oversight of the project is not diluted by the core business as usual responsibilities.

That said there are some key learnings that APP have gathered from our experience with assisting clients with consolidation and transition.

  • The dynamic nature of the environment in which organisations operate means that they require more support in aspects of project management and governance structures. With internal ‘non-core’ projects there is often a lack of ownership and the absence of champions to take on the responsibility to drive an outcome, coordinate the work streams and hold people accountable;
  • Management of competing demands between BAU and the consolidation and relocation project will require tailored communication, change management and support services; 
  • There needs to be appropriate risk and issue management and corresponding contingency plan development;
  • Ensure top down ownership and coordination of transition project and various work streams. There are sometimes lots of people involved and lack of transparency as to who is responsible;
  • Ensure an awareness of the steps required of how the organisation will get from where it is to where it needs to be and hence identify the critical path;
  • Develop an integrated programme for the relocation and the works to monitor any impact to the relocation and the core business, as well as other potential risks and communicate the progress periodically;
  • Through appropriate governance, develop decision quality control of the various work streams to improve outcomes and resource availability;
  • Accurate budget forecasting so there is no funding misalignment impacting the organisation’s ability to support the transition process;
  • Allow appropriate contingency for any identified gaps in works/services/FF&E items/IT services;
  • Make sure you have people involved who are experienced with transition projects; and
  • Communicate widely and in detail.

That’s it – happy move!