In recent years, the world of work has undergone a significant transformation, especially post-pandemic. Many companies are now grappling with the issue of location flexibility and its implications for employee satisfaction and productivity. The fashion industry, like many others, is left wondering whether relocation should remain a standard requirement or if a more flexible approach could better serve both employees and employers.
The case of Kimberly Minor, who took on a vice president role at Bath & Body Works in 2016, illustrates a rapid change in corporate norms. Minor’s acceptance of the job came with the stipulation that she sell her New Jersey home and buy a new one in Ohio. Although it felt like a daunting request at the time, this move ultimately turned out to be beneficial for Minor and her family, showcasing one potential positive outcome of relocation. Yet, requiring employees to uproot their lives for a job is increasingly rare and often viewed through a more critical lens today.
Consider the varying strategies companies are employing regarding employee relocation. Foot Locker announced its headquarters move to St. Petersburg, Florida, yet assured Manhattan staff that relocation is not mandatory. Conversely, The North Face is looking for a creative director who must reside in Denver, showing that even within the same industry, policy can vary widely.
Firms like Amazon and Walmart have tightened their relocation requirements, pushing for a return to the office post-pandemic. In June, Patagonia notified employees that remote customer service staff must relocate to one of seven designated metropolitan areas or risk losing their positions. These actions indicate a move away from the previously adopted work-from-anywhere policies.
With hybrid work now established, companies face the challenge of balancing the need for physical collaboration with employees’ desire for location flexibility. Industry experts suggest a hybrid approach tailored to the role and the team’s needs. For instance, roles heavily reliant on creative collaboration, such as design and marketing, might benefit from in-person work, while others, particularly in tech, could remain more remote.
The location question increasingly involves deeper considerations related to company culture and individual employee needs. Not every employee feels comfortable moving to new locations, especially if they are less diverse. It’s crucial for companies to acknowledge these factors, particularly in attracting a diverse talent pool that includes BIPOC and women, who may have additional familial responsibilities.
Building a compelling relocation framework can facilitate smoother transitions. Attractive elements might include competitive salaries, assistance with relocation costs, and resources such as community tours and recommendations for local schools. Brands need to clarify the long-term career paths available to entice potential relocators.
Caroline Pill, a partner at Heidrick & Struggles, emphasizes the importance of showing recruits a “runway”—evidence of how a job fits into their broader career aspirations. A company’s effectiveness in communicating the potential for long-term growth is essential; employees moving for a job should identify clear next steps in their career journey.
Kimberly Minor’s experience at Bath & Body Works reflects this mindset. It was not merely about securing a position; it was about paving the way for future advancement. Presently, she serves as the CEO of the Women of Colour Retail Alliance, which underscores the importance of being deliberate about career moves. Her trajectory illustrates how a thoughtful approach to relocation can yield successful outcomes.
In planning office returns or remote work policies, companies should prioritize clear communication regarding the benefits of in-person work. This could include structured mentorship programs, open-door initiatives from leadership, and robust employee resource groups. If a relocation is insisted upon without supportive measures in place, it might indicate an outdated approach to workplace management and culture.
Good leadership, as Minor remarks, lies in the nuanced understanding of individual employee needs. A thoughtful employer will engage in dialogue about logistical necessities and personal circumstances, improving the chances of mutual satisfaction.
As the fashion industry and other sectors navigate this intricate dynamic of work location and employee satisfaction, the path reflects a need for adaptability and understanding. Companies that strike a balance between their operational goals and employee expectations are likely to emerge stronger and more resilient.
