A communication strategy that targets employees, customers/clients, and others about the pending relocation of a community service organization is relatively simple, especially in the era of electronic communications (email, for example). A modified version of the same basic bulletin can be applied to each category, and the message targeting employees...
A communication strategy that targets employees, customers/clients, and others about the pending relocation of a community service organization is relatively simple, especially in the era of electronic communications (email, for example). A modified version of the same basic bulletin can be applied to each category, and the message targeting employees can be the simplest.
Communicating to staff the planned relocation of the community service organization at which they are employed should be done as soon as practicable, as it may necessitate serious decisions among staff regarding the possible need to relocate residences or, given restrictions on staff parking space availability, changes to the way individual staffers commute to and from work. The message should lay out the facts—the organization is moving to a new location that offers convenient mass transit options that may be needed given limitations on parking spaces. The message should convey a sense of empathy for the staff who will be inconvenienced by the move but qualify that empathy with an emphasis on the positive aspects of the relocation (for example, the new location may be near a shopping mall that offers more lunch options and mass transit). The dates on which preparations for the move and the final relocation of personnel and equipment will be made should be included.
The communication strategy should be modified for customers by excluding staff-specific information, such as the lunch opportunities provided by a location near a shopping mall, but should include information intended to allay any concerns among clients anxious about change. The message should emphasize the benefits to clients of the relocation, such as the mass transit options available. (This is useful for clients without personal transportation and the elderly, who might be nervous about driving to new locations.) The ways in which the new location is better for clientele should be emphasized. Whereas messages to staff can be conveyed via email, messages to clients should be made via postal service. Hard copies of important bulletins are more reliable and personal than blast emails.
Regarding “other stakeholders,” modifications to the basic message may need to be tailored to specific individuals or organizations. This category of recipient should more closely mirror the message sent to clients, as it would be more formal. It should explain the rationale for the relocation and emphasize the benefits while noting that the move might involve inconveniences for some.