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Relocation in four easy steps Building a relocation program to recruit and retain talent in the design industry should be a primary focus of any sound HR program.
Y ou’ve been there before. You’ve spent time sourcing, researching, and recruiting the best candidates for a variety of roles within your company. Several are local, but the best candidate for the job may require relocation. What do you do? How do you do it? What should you be willing to pay to relocate great talent?
Randy Wilburn
candidates you recruit who need to relocate to work with your firm. You need to consider all travel expenses involved in the process. These expenses could include the initial trip to interview, possibly a scouting trip “Not having deep pockets doesn’t mean that firms can’t come up with relocation plans that will simultaneously attract new talent while helping current employees transfer internally from one location to another.”
All of these are great questions to ask.
According to Zweig Group’s 2016 Recruitment & Retention Survey , almost two-thirds of all design firms now pay for relocation, and 97 percent of those firms pay for the relocation of new employees. The design industry may not be equipped to relocate and transfer talent like a Fortune 500 company can. But not having deep pockets doesn’t mean that firms can’t come up with relocation plans that will simultaneously attract new talent while helping current employees transfer internally from one location to another. Here are four steps to building a good relocation program: 1) Determine your spending parameters in advance for
See RANDY WILBURN, page 4
THE ZWEIG LETTER January 2, 2017, ISSUE 1181
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