Overcoming challenge has been the overriding theme this quarter for the sector. The complex macro-economic environment has been instrumental in driving increased efficiency measures, accompanied by a spike in service provision demands, which have altered the sector’s ability to remain resilient. Tightening response times and higher standards, along with the sector’s drive towards net zero, have added to the challenges, whilst many across the UK continue to be impacted by the cost of living crisis and increasing energy prices.
As a Recruitment Executive and Leadership Development Consultancy, Greenacre are busier than ever and the market shows no sign of slowing down. We’ve been supporting housing providers and individuals across the UK to deliver successful outcomes, achieve immediate objectives and cement longer term goals in the face of challenge and uncertainty.
It’s arguably more important than ever to have a strong succession plan, and those who are taking a more strategic, people-first approach to attraction, retainment and talent development are among those experiencing the most success in such an unpredictable environment.
The sector is gradually moving (and not before time) to taking a more responsive, rather than reactive approach to its biggest challenges. It can be tricky to look beyond the next three to five years when faced with so mainly financial constraints and burgeoning crises, however, unless we work collectively, make the best use of our talent, and learn the lessons from a transforming work environment post-covid, there is a danger falling back into old habits and behaviours, which would be detrimental.
It’s all about the people
As an industry we understand more acutely than most the importance of a person-centred approach – it’s our fundamental purpose to provide safe, fit for purpose homes for those who need them in our communities. And listening to the customer needs must be a top priority. But before we can create happy customers, we must first have a happy, thriving, healthy and motivated workforce that is passionate about the service it provides. When our people are motivated and equipped to give their best, it filters through to our customers and greatly improves the services we provide.
The housing industry is under intense scrutiny, and the built environment is one of the top industries for poor mental health and male suicides. Along with our customers, social housing professionals are among the most likely to be suffering from poor mental and physical health conditions. The sector is also vastly underfunded, and it can be difficult to compete with the private sector in terms of a robust financial offer, however, an organisation that offers more in terms of culture, experience, purpose and opportunity will always attract the right people needed to drive the sector forward and make for a happier, more motivated workforce.
Our mission over the next year is to support housing teams across the UK to join us in achieving their most successful outcomes to date. With a proper succession plan in place and the right people in the right roles, we have no doubt that this can be achieved. Whether you are looking for your next Executive Hire, need support in building your future housing teams, or are looking to change direction on a personal career level, feel free to contact us for a confidential chat about the next steps.
Alma Sheren, Editor