This year's salary survey of housing associations confirms the worst: the sector is in the grip of a recruitment crisis. Demand is outstripping supply in many key posts and this is leading to double-digit pay rises (see pages 7 and 26-29). Across associations as a whole, the average pay rise is 4.1% – three times the rate of inflation as now measured by the Treasury. Although the survey does not cover councils, anecdotal evidence of soaring housing management costs is backed up this week by a Housing Quality Network survey. It claims that salary increases are one of the contributing factors in local authorities' £51m housing management overspend (see page 13).

Associations and councils are having to tackle the staffing shortage on two fronts: looking for greater efficiencies so that fewer staff are needed in some areas, and increasing the supply of employable people. Many organisations, for instance, have already closed down estate offices and moved towards greater centralisation without any noticeable downgrading of services.

But the reality is that the workload is only going to increase and the only sustainable solution is to get more people into the sector. Far-sighted organisations have already set up initiatives to capture raw talent – by sponsoring graduates, for example. Others, like Irwell Valley, are being more creative with the benefits they offer – including gym membership – to motivate and retain staff. All of these are good ideas, but they need to be implemented on a much bigger scale. And why not do what the NHS and education authorities have done, and look abroad for expertise?

Why not do what the NHS and education authorities have done and look abroad for expertise?

Perhaps the greatest fount of new talent is students. The number of them signing up for housing degrees may not be as healthy as it was, but there are more graduates across all subjects leaving college without a job. Sadly, most of them will never think of coming the sector's way. What we need is for those in housing – including its senior managers – to lead an assault on careers advisers at schools and colleges to convince them that there really are some attractive aspects to be being a housing officer. Promotion prospects don't look bad and, perhaps for the first time, neither do the benefits and salaries.

Source

Housing Today