Exploring Workforce Trends and Innovations: Insights from Leading Executives

This week, as part of our NS Community, we hosted a group of Executive Directors of Corporate Services for a roundtable discussion focusing on key challenges and innovations in workforce management, technology adoption, and customer service.

The Executives shared insights, best practices, and concerns about the evolving landscape of the sector. The discussion covered a wide range of topics, from employee retention strategies to the ethical implications of AI implementation, reflecting the complex and multifaceted nature of modern housing management. This report summarises the key points and outcomes of this productive exchange.

Workforce Trends and Retention 

The group discussed recent trends in employee retention, with several Associations reporting lower turnover rates. One participant mentioned that their Association has seen the lowest turnover in years, even compared to pre-pandemic levels. Another noted that while they're not experiencing high turnover, certain roles remain challenging to fill, particularly in IT and digital specialties.

Participants highlighted key factors employees are seeking in employers:

• Social purpose
• Development opportunities and
• Agility in work practices
• Reward and recognition
• Empowerment and the ability to make a difference

The importance of a well-defined employee value proposition in attracting candidates was emphasised. It was also noted that speeding up the hiring process is crucial, as delays between applications and hiring can lead to losing potential employees.

The roundtable revealed diverse approaches to compensation and benefits among housing associations. One organisation reported regular salary benchmarking and forward-shifted pay reviews to maintain competitiveness. Their package includes a 5% bonus scheme, which prompted a thought-provoking debate on the appropriateness of performance-related pay in the sector. Participants grappled with the challenge of balancing commercial practices against the social purpose of housing associations, questioning whether such incentives align with their core purpose.

The discussion also covered pension plans, with one organisation offering an attractive scheme featuring low initial employee contributions to encourage participation. Subsidised private medical schemes were mentioned, though uptake was noted to be low.

In a move towards more innovative and sustainable benefits, one association has introduced electric vehicles as part of their package. This initiative not only diversifies their offerings but also aligns with broader environmental goals, potentially appealing to eco-conscious employees.

AI and Automation

This topic generated significant discussion, with several concrete examples shared:

Income Collection Robot: One participant described an innovative use of robotics in income collection. Previously, five colleagues were needed to process Universal Credit claims. The robot can now complete this work in a day, freeing up three staff members to focus on customer engagement and arrears management. This has led to improved arrears collection and more efficient processing of claims. The success of this project has sparked interest in using robots in other areas, such as facilities management.

Other AI applications:

• Using AI to analyse repair job data to identify recurring issues and improve efficiency.
• Piloting AI to analyse generic inboxes, identifying key themes to inform FAQ creation and policy guides.
• There is an interest in using AI to make job descriptions more accessible and useful.

Ethical Considerations: Important questions were raised about the ethical implications of AI decision-making, particularly in areas like performance management and predicting antisocial behaviour. The group agreed on the need for human oversight of critical decisions.

One participant suggested forming a working group to develop guidelines on AI use and ethics, recognising the rapid pace of AI adoption and the need for responsible implementation.

Aligning people's strategies with customer-centric approaches

One participant described moving away from a traditional people strategy to a more agile planning framework that incorporates both customer and employee feedback. This approach aims to distil insights into actionable themes that drive yearly programmes.

Another shared how customer feedback, particularly around communication styles and respect, is being incorporated into training and development plans for staff. This includes aligning internal behaviours with consumer standards.

A new role was described in one organisation: Head of Organisation Inclusion and Culture, which bridges customer and colleague experiences. This integrated approach has shaped their new people strategy and diversity and inclusion strategy, ensuring alignment between internal and external stakeholder needs.

Professionalisation of the Housing Sector

One organisation has a cohort of eight colleagues undertaking CIH-accredited training in collaboration with other providers. Some uncertainty was expressed about the clarity of the requirements and the time investment needed.

Concerns were raised about the practical aspects of supporting employees through these qualifications, including time off for study and addressing employees' anxieties about returning to formal education.

The group discussed the need for a balanced approach, considering both formal qualifications and recognition of prior learning and experience.

Post-Election Employment Landscape

Potential challenges arising from political promises, such as creating more apprenticeships and traineeships, were highlighted. While positive, these initiatives could present financial challenges for organisations already dealing with tight budgets and rent settlement constraints.

The discussion touched on the need to balance professionalisation, apprenticeships, and emerging needs like green skills development within existing financial constraints.

In conclusion, the roundtable highlighted the complex interplay between workforce development, technological innovation, and customer service in the housing sector. Organisations are grappling with how to leverage new technologies like AI while maintaining ethical standards and personal touch. The sector also faces challenges in upskilling its workforce while managing operational and financial pressures. If you are an Executive in Corporate Services and interested in joining our Neemar Community, please do get in touch with Tom Neely (tomneely@neemarsearch.com) for more information.