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INTRODUCTION
RELOCATION ASSESSMENT & PLAN HENLOW, This report encompasses the relocation assessment and plans for Henlow Limited. The company is a reputed instant coffee manufacturer and is at present based in Sheffield since 2012. Mark Fletcher, who is both the owner and CEO of the company, is planning to improve the packaging and intends to enhance the product range by launching the new product internationally.
In order to launch the new product and implement the international expansion plan by accessing the primary customers, the Board of Directors of Henlow Limited are desirous of opening up a branch in London. The proposed methodology of opening a new branch encompasses setting up of offices with ten individuals initially.
These individuals will be from amongst the existing employees and will be tasked to establish a network of customers and suppliers in London. For this purpose, the Board of Directors of Cenlow Limited have already selected premises in the heart of London in shape of a building in Westfield Avenue, Stratford.
Keeping above in view, an effort will be made in this report to carry out a detailed assessment and relocation plan for Cenlow Limited from a HR perspective before the actual contract is finalised. In accordance with the desires of the Board of Directors of Cenlow Limited, two main factors will be concentrated upon i.e. the time duration available for relocation (3 to 6 months) and retention of the existing ergonomics of the original location. Towards the end, a set of recommendations relevant to the relocation plan, will also be presented for the consumption of the Board of Directors of Cenlow Limited.
The purpose of writing this report is to identify any difficulties and hardships that the company might face while relocating. Specific issues will be addressed along with some remedies. The basic factors which affect the atmosphere of relocation will be discussed and what measures that can be taken so that a positive outcome can be obtained.
Relocation involves either setting up a business from scratch at an altogether new location or expanding the business to a new location by establishing branch offices (Westminster City Council, 2010). The case of Cenlow Limited belongs to the latter category. In this case, the relocation strategy will be aimed at the attainment of three main objectives which include: identification of potential and appropriate locations for the business; preservation of the nature and character at the new location and identification of the main reason behind relocation; and ensuring that the intended plan has the capability to support the business relocation process in order to avoid any adverse impact and minimize all possible disturbances (Westminster City Council, 2010).
Keeping above in view, this report will include: identification of all possible aspects of relocation; presenting a schedule for all ten employees; identification and evaluation of all possible expenditures, costs and HR related issues; while according due consideration to the aspects of communication, team building, decision making and project management.
LITERATURE REVIEW
The review of the academic literature being carried out in the succeeding paragraphs consists of the explanation of aspects and concepts associated with business relocation assessment and planning. Each aspect and concept will be explained and analysed in detail from different perspectives, in order to determine the course of discussion as applicable to the business relocation plan for Cenlow Limited.
Business relocation is a highly complicated process and encompasses diverse dimensions. According to Teece (2010) and Johnston & Bate (2013), some of these include: evaluation of the exact requirement of employees and departments at the new location during all phases of relocation; assessing the requisite inventory including technology and equipment; comparative assessment of existing and required facilities; setting up a project management team to oversee the process of relocation; administrative requirements; development of a detailed budget; designing and implementing the relocation policy regarding both equipment and employees; communication arrangements with suppliers and customers at the new location; smoothing over the settling in phase; and extending support for space turnover and site decommissioning.
On similar lines, Werbach (2013) adds to the above mentioned list by including: the importance of elaborate budgeting; employee motivation; evaluation of potential risks; integration of support parameters; detailed planning and development of the relocation strategy and sequence; dissemination of information to all stakeholders; continuous tracking of finances and expenditures; time available for planning and strategy execution; arrangements for management and supervision; and acclimatization…
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