Relocation, Rewiring and Resignation. The People Fallout of De-risking
Manufacturers are moving production closer to key markets and spreading operations across more locations. Leadership teams see this as a way to reduce exposure to geopolitical tension, supply chain pressure and rising costs. These moves sit at the centre of many long-term strategies, but it can pose a number of challenges at the same time.
Relocation changes people structures as much as it changes operating structures. Teams face disruption, roles shift and leaders must adapt their ways of working. HR and Talent leaders often step in once these plans are already underway. This creates pressure and leaves gaps that could have been avoided. Let’s take a closer look at those gaps.
Relocation – the disruption that starts before day one
Employees feel the impact of relocation long before a new site opens. They face new expectations, environments and working relationships. Each element brings a level of uncertainty.
Some employees are asked to move. Others step into redesigned roles or transition into new teams. On top of this, workflows evolve as technical and compliance updates are rolled out. All in all, it’s normal for Staff to begin questioning their long-term place in the organisation.
Resignation risk grows during this early stage. People start to form their own assumptions when information is limited. Even small gaps in communication influence confidence across teams.
A clear view of the workforce helps reduce this uncertainty. HR leaders benefit from understanding which skills exist locally, which roles are vulnerable and which leaders are ready to guide change. Talent intelligence strengthens this work by showing where knowledge must be protected and where new hiring will be required.
Resignation risk – the quiet indicator of organisational strain
Resignations often rise during de-risking programmes, but this shift doesn’t always come from dissatisfaction. It can also come from unclear direction, changing structures or uncertainty about future roles.
Established teams face changes to their responsibilities and routines, and new hires join environments that continue to evolve. When expectations are unclear, people question their place within the organisation.
The risk grows when hiring plans rely on assumptions about talent availability or when roles open before recruitment pipelines are ready. Deloitte and The Manufacturing Institute continue to report ongoing shortages across technical and manufacturing skills, and these shortages increase the pressure on workforce stability.
Retention improves when employees see clear communication, structured onboarding, defined expectations and realistic career routes. These steps help people stay engaged during periods of transition.
What HR leaders can do now – a practical framework for control
HR and Talent leaders hold the levers that protect workforce stability during de-risking efforts. The following actions help create control and build confidence:
- Get clear on the people you have and the people you will need: Look at which skills exist in the current workforce, which roles may be at risk, and which gaps will appear once the move begins. This gives you a base to plan hiring, training and succession.
- Explain how the new set-up will work before anything changes: Share how teams will be organised, who makes decisions and how work will flow. This helps both current and new employees understand what the future will look like.
- Put retention measures in place early: Create simple steps that keep people committed. This includes clear role expectations, onboarding plans, training routes and conversations about career direction.
- Support teams across both old and new locations: Think about how different sites will communicate, how cultural differences will be respected and how leaders will keep teams connected. Local leaders play an important role here.
The real foundation of de-risking is people
De-risking changes how companies work, and people feel those changes first. Teams absorb uncertainty long before a new site opens, and performance depends on how well employees understand what is happening and what it means for them.
A strong people plan creates stability. When HR leaders map skills early, explain changes clearly and support teams across old and new locations, companies move through relocation with less disruption and stronger engagement.
Chameleon gives HR leaders the insight and structure needed to guide these transitions. Our combination of leadership hiring, talent intelligence and workforce planning helps organisations stay steady through change and protect the skills that keep them moving forward.
Download now: The HR Leader’s Guide to Nearshoring