How to Communicate an Office Move to Your Team

An office move changes people's daily lives — their commute, their workspace, their routine. How you communicate the move to your team makes the difference between excited anticipation and anxious resentment. This guide is written for HR and People Managers who need to get the messaging right from day one.

Why Communication Matters

Poorly communicated office moves are one of the fastest ways to damage employee morale. The most common complaints:

• "I found out through a rumour before the official announcement"
• "Nobody asked us what we thought"
• "The move was presented as a done deal with no room for questions"
• "I didn't know about the commute change until it was too late"

Good communication doesn't mean everyone will be happy about the move. But it does mean everyone feels respected, informed, and heard. That's the difference between a team that arrives at the new office engaged and one that arrives resentful.

When to Tell Staff

The timing depends on two things: how certain the move is, and how much it affects commutes.

Recommended timeline

• As soon as a move is being seriously considered — let the senior team and anyone directly involved know. Rumours spread fast, and finding out through the grapevine is worse than hearing "we're exploring the possibility"
• When the decision is made but before the lease is signed — announce to all staff. Frame it honestly: "We've decided to relocate, here's what we know, and here's what we're still working on"
• Within 2 weeks of the lease being signed — provide detailed information: the address, the timeline, the impact on commutes, and what support is available

What not to do

• Don't wait until everything is finalised — staff would rather hear "we're moving but the exact date is TBC" than be blindsided by a last-minute announcement
• Don't announce by mass email only — a face-to-face announcement (or video call for remote teams) followed by a written summary is far more effective
• Don't tell some teams before others without good reason — leaked information creates a two-tier dynamic

What to Cover in the Announcement

Your first announcement should cover these points clearly:

1. Why we're moving — growth, lease expiry, better location, cost savings. Be honest about the reasons
2. Where we're moving to — address, map, photos if available. If the exact address isn't final, share the area
3. When — target move date, even if approximate. "Q3 2026" is better than "sometime later this year"
4. What the new space looks like — floor plan, facilities, improvements over the current space. Focus on what's better
5. How it affects commutes — be transparent. If some people's commutes get significantly longer, acknowledge it. Provide public transport links, parking information, and cycling facilities
6. What support is available — flexible working during transition, travel cost support, help with new routes. Even small gestures show you've thought about the impact
7. How to ask questions — a dedicated email address, an FAQ document, drop-in sessions, or a Teams/Slack channel. Give people a way to raise concerns privately
8. What happens next — the timeline for decisions, when more information will be shared, and who's leading the project

Legal Obligations

Communication isn't just about morale — there are legal requirements too.

Employment contracts

Check whether your employment contracts include a mobility clause. If they do, you have more flexibility (though "reasonable" still applies). If they don't, and the move significantly changes commute distances, employees may be able to claim constructive dismissal or redundancy.

Collective consultation

If the move could result in 20+ employees being made redundant (including those who choose not to relocate), you're legally required to consult collectively:

• 20–99 employees affected — minimum 30 days consultation
• 100+ employees affected — minimum 45 days consultation

Consultation must begin "in good time" and involve employee representatives (trade union reps or elected representatives). Failure to consult properly can result in a protective award of up to 90 days' gross pay per affected employee.

TUPE

If you're changing outsourced service providers (cleaning, security, catering, IT support) as part of the move, TUPE regulations may apply. Affected staff transfer automatically to the new provider with their existing terms and conditions.

Ongoing Communication Plan

The initial announcement is just the start. Here's a communication cadence that works:

• Monthly update emails — progress on the new premises, timeline updates, decisions made, photos of fit-out progress
• Fortnightly Q&A sessions — 30-minute drop-ins (in person or virtual) where staff can ask questions. Even if nobody comes, the fact you're offering shows respect
• Dedicated channel — a Slack/Teams channel or shared document where updates are posted and questions can be asked. Pin important information
• Manager briefings — brief line managers before company-wide updates so they can answer questions from their teams. Nothing undermines credibility faster than a manager saying "I don't know, nobody told me either"
• Pre-move pack — 2 weeks before the move, send everyone a comprehensive guide: packing instructions, move-day logistics, first-day arrangements at the new office, transport information, local amenities

Addressing Common Concerns

"My commute is going to be much longer"

Acknowledge the impact honestly. Options to consider: temporary travel cost support, flexible start/finish times, increased remote working, tax-efficient cycle-to-work schemes, and season ticket loans. Even if you can't solve the problem entirely, showing that you've thought about it matters.

"I liked the old office better"

Listen to what they actually mean — is it about the space, the location, the team layout, or the familiarity? Involve staff in decisions about the new space where possible (kitchen facilities, desk layouts, quiet zones). People are more invested in something they've helped shape.

"I'm worried about my job"

If redundancies are possible, be honest about it early — don't let anxiety fester. If no redundancies are planned, say so clearly and unambiguously: "No jobs are at risk because of this move."

"When will we see the new office?"

Arrange a visit or open day at the new premises before the move if at all possible. Photos, videos, and floor plans help, but physically walking through the space reduces anxiety significantly. Even if it's still being fitted out, seeing the bones of the place makes it real.

Moving Day Communications

• Reminder email 1 week before — what to pack, what to take home, where to go on day one, emergency contacts
• Day-of updates — text or Slack messages: "IT is set up, kitchen is stocked, reception is manned from 8am"
• Welcome pack at new desks — local area guide, Wi-Fi password, fire exit map, contact list. A small personal touch (even just a handwritten sticky note) goes a long way
• First-week walk-throughs — daily presence from the move team to fix issues, answer questions, and show people around
• 2-week feedback survey — ask what's working and what needs fixing. Act on the feedback quickly