Employment within the housing sector is changing. Following the government's drive for greater efficiencies across all public services, housing providers have to consider ways that savings can be made, through restructuring, reducing headcount and creating tighter management teams.
In times of severe economic scrutiny, talent planning and organisational progression is often only viewed in the short term: changes are made to keep the organisation functioning at base level. But when the future begins to look brighter, this short-sighted approach can leave many without the leadership and direction they require. Plans for organisational restructuring need to be made with a long-term strategy in mind, nurturing talent from within and transforming the organisation to attract talent from outside.
Following a few practical steps and a long-term strategy, organisations can plan their structure to account for the gaps between what it needs to look like in future, and what it looks like now. Completing a competency matrix is essential when it comes to retaining talent, identifying roles, remits and clear steps for progression.
Skilling up on a budget
Where a new position is not immediately available for a talented employee's progression, creating project roles can increase their exposure to different teams and senior management across the organisation. Likewise, as senior management teams become leaner, increasing accountability lower down the pecking order has become an effective method of exposing middle-management to the decision-making process and increasing their responsibilities and skills.
Looking outside the organisation is just as important when filling talent gaps. There is currently an increased pool of excellent candidates across many sectors looking for new positions, and it is important that housing associations do not pass over "fresh blood" by making conservative and risk-averse hiring decisions. While many organisations are recruiting from the private sector, the savvy ones will place themselves in a stronger position by being braver in their hiring decisions, taking on new recruits based on more than just their experience.
Candidate culture
Tied to this approach is a requirement to define the future culture of the organisation. Today's strong candidates are looking for organisations to demonstrate vision, and organisations are looking for candidates to match that vision with demonstrable drive and motivation. Look Ahead Housing & Care has taken this to heart with a new apprenticeship scheme that seeks to attract talent through personality type and motivation rather than pre-existing experience.
The changing political landscape and subsequent funding pressures have presented significant challenges to housing associations up and down the country and employment practices that were common in the past are, as a result, being called into question. As efficiency measures force organisations to restructure, now is the time to put in place practical steps to ensure organisations are in a position to grow and adapt. Senior management teams need to open their eyes to talent and capability from outside their organisations, without losing sight of the talent already sitting within.
Katy Crothall is operations director for housing, local government and charity at Badenoch & Clark
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