Check skills availability before committing to a new site
- Topic
- Relocation decisions
- Reading time
- 3 minutes
- Last reviewed
On this page
Do not assume the present workforce will be available on the same basis at a new location. Travel, working patterns and personal circumstances may change what is practical. The future operation needs a credible staffing assessment, alongside the appropriate employee discussions and advice.
Acas guidance for Great Britain identifies relocation as a possible reason to consider employment contract changes. It explains that the contract and applicable agreement process matter. Ask the HR or employment adviser how to proceed; a planning spreadsheet cannot establish a right to move someone's workplace.
Map tasks before counting people
List the capabilities needed to provide the future service. Distinguish routine operation from setting, diagnosis, inspection, supervision and decisions outside the normal process. Use actual responsibilities, not only job titles.
Use a coverage map such as this fictional example:
| Required capability | When it is needed | Current evidence | New-site question |
|---|---|---|---|
| Routine production | Planned operating periods | Existing assessed operators | Which coverage arrangements are actually agreed? |
| Set-up and changes | Product changes | One experienced specialist | What cover is needed when unavailable? |
| Quality decisions | Release and exceptions | Named authorised person | Can the role support the proposed hours? |
| Technical customer response | Agreed response window | Owner currently handles it | Who holds the role after the move? |
Keep individual employment and personal information in the authorised HR process. A general move meeting needs the capability gap and decision owner, not private details about a colleague.
A name on a rota does not settle competence
A person may be available at the new site without being ready for a changed task. HSE's training and competence guidance explains the need to consider the people, work and equipment when establishing appropriate training. The responsible competent people should assess what the proposed roles require.
Record recruitment and training assumptions honestly. “Recruit another setter” needs a credible plan and review point before it becomes confirmed cover. An expected training date is not evidence that the relevant competence has been assessed.
Consider both the settled operation and the move period. If a specialist is preparing the new site, who supports continuing work at the old one? That question can affect the choice between one shutdown and a phased move.
Put unresolved coverage into the site decision
Update the operating brief where staffing evidence changes the service the business can support. Do not leave sales assuming extended hours while the staffing proposal covers a shorter day.
The operating-plan sign-off should identify which arrangements are confirmed, which await consultation or agreement, and which need further assessment. Leave the employment decisions with the proper advisers and authorised managers.
If the accepted operation releases surplus equipment, UK Auction Group can receive the asset enquiry. Share the business availability conditions without including confidential staff discussions. The commercial enquiry needs to know when equipment can be released, not an employee's personal circumstances.
The relocation hub links the other decisions that shape the future business.
Sources
This guide is general information and education only. Legal, tax, employment and safety decisions may need a qualified adviser who knows your situation. Read the disclaimer.