KEY POINTS:
The days when an employer could drag a flock of employees up and down the country as the operations saw fit are over, says Roman Rogers of recruitment firm Hudson.
"One of the real factors is that the balance of power has shifted over the last 10-15 years. Where in times gone by, if the employer instructed someone to work in a different region, then it was a done thing."
Advances in technology and the skills shortage may be obvious reasons for this but Rogers, general manager of the company's Christchurch office, says there is a lot more to it.
"There are organisations that see benefit in having their senior managers spread across different regions. There is representation in those different locations."
For organisations to transfer their employees around quickly becomes expensive. Employers usually pay relocation costs which include real estate fees for the sale of the employees' property plus some kind of temporary rental property. Rogers also says transferring people is not the best facilitator for retention.
"When we think of employers having such a focus on retaining talent within organisations now, the fear of losing people - by making them work in a region which they might like, or may impact their families' lifestyle, the risk is too great."
Even though we may live in a global village, the differences between Auckland and Wellington remain significant.
"There is often an assumption that cultures are similar between different regional offices within an organisation. There are some obvious cultural differences within the four major regions and I don't think that's taken into consideration a lot by employers."
Whether it's an office in Christchurch operating a little below the radar of the head office in Auckland, or the Auckland office being too cramped for a new person coming up from down south, Rogers says these subtle differences are often overlooked. Sometimes when workers travel between them, it can create stress you might not immediately recognise.
"Re-proving themselves to new colleagues often means an employee will work more and spend less time on outside activities including family. These things are not thought of before someone moves by the employee or the employer."
And if an employee simply doesn't want to move, the current labour market means they're holding the cards. To alleviate this tension, Rogers says employers should be more open as to where they let their people work.
"Just thinking over the last two or three months there have been examples where employers have been more open to looking at other solutions as opposed to just relocating someone."
Requiring everyone to be together in one big office building is an outdated concept.
"In the past employers have suggested that we need all our people together in the one geography because it was just an assumption that that was the way to do things. That was the way you build a business within organisations."
But that's changed and employees are coming up with other options which suite them better.
"Employers are more open to getting ideas from their employees as to how to go about achieving an outcome as opposed to just picking someone up and relocating them to another region."
But companies still transfer people. For this reason, Rodgers says to pay particular attention to where an organisation's offices are.
Often if you want to grow your career, head office will be a big draw. But career advancement might be the only thing on your mind.
"Is the organisation one where they are accepting of an individual just doing a good solid day's work and not looking for career advancement?"'
Before you join an organisation, look at the long-term geographical implications. You could be required to move to Australia in order to move up. Rogers says this is particularly true right now in the financial services and telecommunications sectors.
"Will the organisation continue to have a solid infrastructure within New Zealand or will it be a smaller infrastructure supported by Australian head office?"
Some people might want to try living in different places. For them, opportunities are still out their but the options are limited. As organisations become leaner, they are removing the duplication of offices they once had throughout the country.
"People need to move at an earlier age if they want to go and work for some of those large organisations and move within the corporate structure. It's a matter of globalisation and centralisation."
But for a company, transferring someone might also backfire. Organisations risk losing up-and-coming talent if they move them to a larger centre.
"Going to a bigger region provides opportunities to people that are greater than what they are used to in their hometown."
There is also the risk to the employee of losing there foothold back home.
"When someone does move from one region to another in pursuit of career advancement or whether they are relocated, there's always that risk they are exposed to when they want to go home again. That opportunity might not exist in the town they originally came from."
Carolyn MacDonell, executive director of Cognition Consulting, has relocated from Wellington to Auckland and has also worked as a recruiter with organisations which have relocated people.
"It's often flattering to be asked to relocate. The candidate can see it as, 'Wow, the company really values me and they want me in Auckland'."
But MacDonell says not to get drawn in by that. She says re-settling is a critical issue and can't be taken lightly. Consider your personal situation first and foremost.
"It may be exciting for the person being offered the role but if they are in a marriage or partnership situation, then the key to their settlement will be their partner."
MacDonell says people often underestimate the cost of moving up country to live in Auckland and don't take into account all the transportation hassles of the big city.
"When they're negotiating packages they need to think about those sorts of things. What might sound attractive at the outset, in reality when they get here six months down the track, they find that they're out of pocket."
MacDonell suggests people who are asked to transfer take a step back and take stock of the situation.
"I can really only stress that people do their homework and do their research because they may be stressed in ways they may not have imagined possible."
Shifting house, travelling to a new city, starting a new job and finding new friends might be stressful but at least this whole new life is something you're keen to try. Your spouse might just be along for the ride. MacDonell says this is often where relocating ends up being a bad idea.
"The biggest reason people end up coming out of a job or going back where they came from is often their other half."
BEFORE RELOCATING
* Consider your personal situation - one of the main reasons relocations don't work out is due to a partner being unhappy in the new situation.
* Don't underestimate the cost of moving - especially to a big city.
* Take into account transportation costs.
* Write a list of your concerns and take an exploratory weekend to check out your new home.
