Does your Relocation Department have a heart?
Throughout my many years in relocation I have observed, with great interest, the relationship relocation departments have with their company. And when I say ‘company’, I mean the leadership, the managers and the sales associates. Sometimes the relationship is harmonious. Sometimes it is tolerated. Sometimes it is revered. Sometimes the relationship is great with the agents, but not so much with leadership or vice versa.
Relocation can be divisive in a company depending you who is benefiting from the business. The relocation team agents voluntarily agree to referrals fees, certification training and maybe even background checks. They have a lot of reporting and work that converts into transactions and sometimes it doesn’t. They may grumble about all of the above, but they are usually happy for the business.
On the other hand, there are agents who, for whatever reason, aren’t on the relocation team. Sometimes they don’t qualify or just aren’t interested in encumbered business. They often think they want to be on the team, but in reality, when they find out what is involved, usually want to pass. But even if they don’t really want to be on the team, it may rub them the wrong way that they don’t get the referrals. They may perceive it as favoritism towards the team.
Branch Managers may be happy for the business if they get a lot of it, or grumble that they don’t get enough or they don’t like sharing any of their resources or company dollar. All of these responses to this business are natural and normal. They are present in healthy and unhealthy relationships with the relocation department. They will exist because people will form their own opinion about relocation based on their perception of the business and how it affects them personally.
The field will have their opinions about relocation, but it is how relocation responds to those opinions is what changes the dynamic in a company. I have seen Relocation Directors that are so staunch in the way they administer their policies, that the long term damage is far worse than whatever individual situation they are dealing with. Or they are unwilling to step into the shoes of an agent who has just been hit with a surprise referral fee after working with a past client for months. I’m not suggesting that the relocation department roll over any time any unsavory situation arises, I am just saying we have to pay attention to how we deal with it. Directors bear the responsibility of setting the communication tone for their department, they have to establish the heart.
My former staff will tell you that one of my favorite quotes is “don’t win the battle and lose the war”. It sums up for me the importance of looking at every situation, by stepping back and evaluating all parties and how the situation can be resolved with the fewest pain points. What are the long term implications of how we handle this? Sometimes that might mean relocation doesn’t get exactly what they should out of the deal or maybe the company absorbs some of the referral fee.
I believe a handful of Relocation Director’s feel as long as they make money for the company and the top leadership are happy, that is all that matters. But I challenge all Relocation Directors out there to do an anonymous survey within your company. Yes, they will complain about things outside of your control, like referral fees. But the questions you should be asking are not about the things we can’t control, but about the things we can. How are we as a partner? Are we helping the managers and the agents with their business goals? Do they feel we are fair in our dealings? How can we better support them?
I can’t think of anything more important that having branch managers as our ally. They have really hard jobs. The pressure of recruiting and retention is higher than we have ever seen it. Relocation should be a selling point, not something to apologize for. Just asking them for their opinion will show them you recognize the important role they play in delivering successful relocation services. We have to take the team approach.
While it may be painful to hear, it is important to understand what the perception is of your relocation department. It’s basically what is said about it behind our back. I’m not talking about individual personalities, I am referring to the personality of the department. When challenges arise, are we fair and compassionate and take the time to educate? Creating a symbiotic relationship with your company won’t cost you a penny, and in the long run it will make you millions in gratitude.
