Creating Resilience

Navigating transitions, people first

Colleagues talking in an informal office setting

Need a decision framework for your CRE operations?

There are many questions CBRE’s clients have about the transition of services, particularly when it comes to the transition of talent. Working with the right partner will not only achieve business objectives – but it can also provide tremendous long-term career opportunities for transitioning team members.

Transitioning talent in an outsourcing scenario can be complicated for employers, who need to ensure continuity while balancing labor relations issues, business needs, and individual employee concerns. Employers are rightly concerned that long-term talent and legacy knowledge could be at risk if a transition does not go well. When it comes to talent transitions, service providers like CBRE – with deep experience in change management and HR transitions – ensure the process is smooth and disruption is minimized at each step. CBRE’s number one goal in each transition is to transfer knowledge smoothly by retaining talent. For 33 years, our offer acceptance rate has averaged 95%+ globally.

Laying the groundwork (pre-transition)

CBRE begins each transition by working with our client’s leadership to determine stakeholders and related change readiness. Gauging where an organization currently sits in relation to its vision state helps identify potential pain points and subsequent mitigation plans. It’s important to measure impacts on personnel (e.g., compensation, benefits) as well as an understanding of communication channels at the local level. To gain this visibility, CBRE will complete a stakeholder analysis with a tailored approach for engagement. This helps build core relationships with the CRE team and creates a network of leaders who will communicate the value of the change throughout the organization. The sooner the service provider, the core CRE team, and key stakeholders are all aligned, the more effective we will be in achieving the desired outcomes.

Communicating the change

Developing a comprehensive communication plan at the outset, with clear expectations, helps keep the team engaged and informed throughout the transition. A robust change and communication plan to support the transition is developed to ensure success and maintain confidence among the team throughout the transition period and beyond.

Matching leaders within the impacted employee group to a partner within CBRE’s organization creates an environment of trust, allowing them to share concerns, ask questions, and access resources.

Driving the change – with confidence and excitement

The human element of the transition process is the most important, with the greatest potential impact on clients. Dedicated HR teams serve as key partners in the process, creating excitement about the transition to CBRE and demonstrating the level of care being taken to help employees through the change.

Plans for communication, account training, high-touch onboarding, leadership workshops, and career development are key components of successful transition strategies.

Onboarding and ongoing support

Training and integrating transitioned employees provides an opportunity to combine distinct groups into one cohesive operating entity. The foundation of CBRE’s onboarding program is a ‘one team’ approach, which builds a sense of belonging and creates a culture that encourages people to want to stay. The goal is to promote teamwork, camaraderie, and results-driven services while integrating with the client’s culture.

Key considerations

Labor relations

Labor relations are an often underestimated or entirely overlooked aspect of transitioning talent. In some regions, unions or workers’ councils have a strong influence that should be considered in the planning process. Having a clear understanding of the decision-making landscape and stakeholders within these organizations is critical; without it, valuable time can be lost navigating unexpected roadblocks.

Maintaining morale

Team morale must be a primary focus throughout the transition process. Uncertainty can paralyze employees, who are suddenly faced with the fear of job insecurity. This can also translate to a de-motivated workforce. Establishing a communication program is one of the first steps in the transition process for this very reason; transparency is critical for maintaining morale and mitigating the risk of attrition. Regularly providing employees with updates creates a more secure environment, promotes honest exchanges, and reduces the risk of losing talent – many of whom are not actually at risk of losing their jobs. In today’s competitive labor market, losing the valuable skills of incumbent employees can lead to operational disruptions and additional costs from recruiting new talent. In contrast, when the workforce is well-informed and confident about what to expect, they are more likely to feel valued and stay.

A track record of success

At CBRE, our strong reputation in the marketplace is built on our track record. Globally organized, we execute locally with teams on the ground in all major markets in the Americas, EMEA, and Asia Pacific.

We’ve built best-practice change management into our process, winning hearts and minds through comprehensive engagement, reliable information, and clear expectations. From earning stakeholder buy-in to seamlessly transferring talent, we work hard to make the process a positive experience for everyone involved.

  • 26,381

    transitioned employees globally*

  • 2,335

    transitions since 2000 (new and expansion)

  • 96%+

    Average incumbent provider acceptance rate

*includes 15,800 from other providers

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