The number of roles in the capital are set to be reduced by 12,000 in an effort to save £94m. The change will require more senior and policy roles to be located outside of London.
The aim is to help young people progress from school or university to the civil service and rise up to senior roles without having worked in Whitehall.
Three major new government campuses are also due be created; one in Manchester and one in Aberdeen. The location of the third is yet to be confirmed. The changes are projected to bring £729m to local economies in these areas between 2024 and 2030.
How can HR support employees who are relocating?
As the nature of work evolves, so should the way that HR leaders approach internal mobility, said Bertie Tonks, former chief people officer for employee engagement and benefits business Collinson.
Tonks told HR magazine: “Relocation within roles, whether to a new location, department or function, can be a moment of reinvention or a source of disruption. HR’s role is to make it the former.”
Read more: Showing hesitant employees the benefit of relocation
Tonks advised HR leaders to work with empathy and to offer benefits such as flexible financial support and internal talent directories.
He said: “Take time to recognise and understand the extent to which their people will be impacted. This first step to empathise helps move beyond what the textbook suggests should happen.
“Go beyond standard relocation packages and offer modular ‘relocation wallets’ that employees can use for housing deposits, childcare transitions, partner employment coaching or wellbeing needs. Build a live, cross-departmental system mapping skills, role capacity and location flexibility. This opens up fixed-location talent to broader roles through virtual mobility or hybrid assignments. I’ve done this across external organisations.”
The government’s plans will see senior leaders and officials within the civil service working closely with frontline workers, potentially facilitating a greater understanding of issues facing local services and people.
Eleven London offices are due to be closed over the next five years, including two government buildings in Westminster: 102 Petty France and 39 Victoria Street.
Read more: Government slammed by jobseekers for lack of support
For individuals who are relocating, particularly internationally, loneliness can be a concern, added Jo Danehl, global director for intercultural, language and partner support services at mobility management firm Crown World Mobility.
Speaking to HR magazine, Danehl said: “For individual assignees, loneliness is a key concern. HR leaders can take proactive steps to establish both home and host country mentors and buddies, and identify employee resource groups in the host country that the assignee can tap into as a way to build early relationships.
“Understanding the phases of an international relocation can help HR leaders build support strategies for relocating employees and their families. The pre-departure and pre-decision phases should focus on clear explanation of the goals for the assignment, the potential challenges and the financial and logistical support that the company will provide. If manpower and programme size allow it, regular HR check-ins would be beneficial as well.”
Tonks also stressed the importance of communicating the ‘why’ and ‘what ifs’ to an employee who is relocating.
He said: “Explain the purpose of the move transparently, but also present multiple pathways: relocate now, later, or explore hybrid alternatives. This step is crucial, as is the reliance on frequent, ongoing communication. Where there are periods of silence, it will be filled quickly with distrust, disrespect and animosity.”
