Case Study - THE BEST LAID PLANS GO ASTRAY FOR PROCTER & GAMBLE
“I arrived here on June 6, we started the move on June 7, and by June 8, we realized we had a big problem.”
Those are the words of Terence T. Moore, a human resources executive for Procter & Gamble who oversaw the firm’s recent transfer of 1,000 European employees and their families to a new regional headquarters in Geneva, Switzerland, a city of about 400,000.
They describe a situation in which the company’s plans fell somewhat short of success in making the move a smooth one for all concerned.
Although much careful effort went into the three-year project, including the winning of a generous tax deal from the city of Geneva, and P&G already had an office there that accommodated over 500 people, there were still a number of surprises when the move actually took place.
P&G had set up a phased entry, with employees transferring about 80 to 100 at a time in
shifts to take place over 18 months.
Each employee made up to two trips in advan
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