People management in housing
Investing in managers and leaders for the future is more important than ever
For any sector, looking to the future is vital for sustainability and growth. within the housing sector, navigating the changing and challenging landscape of the next few years will require knowledge, skill and most importantly, strong leadership and management. at this difficult time it is not just about delivering housing and Care services on a day to day basis, but about how organisations and line managers invest their time and resources.
It can be argued that a manager’s most important, and most difficult, job is to manage people. They must lead, motivate, inspire, and encourage them. Sometimes they will have to hire, fire, discipline and assess them. People work in Housing because they care. They care about their customers and the homes they live in – and the current economic and political challenges for housing make the roles of front line staff and their line managers stressful and difficult on occasion. Increasingly, the lines between the traditional role of HR or People Services and line managers are blurred. Managers are encouraged and expected to take ownership for people issues, and the trend towards individualisation of the employment relationship has placed new burdens and opportunities in the hands of line managers.
So what are the skills that are required of Managers in terms of people management, and why are these important to organisations?
Recent research carried out by the CIPD found that line managers play a key role in implementing and enacting HR policies and practices including recruitment and induction, performance appraisal, training and coaching, recognition, work-life balance and communication of business goals and core values. Where employees feel positive about their relationship with their managers, they are more likely to have higher levels of job satisfaction, commitment and loyalty – which in turn are associated with higher levels of performance that can boost the ‘bottom line’ and help instill a culture of customer excellence. Line managers have a major impact on employee engagement therefore – and this in turn has a major impact on business performance.
The ability to demonstrate fair and consistent management practice is key for all managers. This goes beyond the technical knowledge of relevant policies and procedures – although this is important. It is about the appropriate application of these policies, the ability to have difficult conversations with team members, and the ability to get the best out of people through strong performance management. In addition, staff need to trust their managers – their integrity, their intentions, their capabilities and their ability to achieve results.
As outlined above, many of the line management qualities that result in high performing teams are based on approach and behaviours. These are encouraged and developed in an environment and culture in which appropriate behaviours are clearly established, recognised and rewarded. Organisations with a strong shared culture, and guiding principles for behaviours that are embedded into practice over time, tend to be the most successful.
Achievement of all of the above is a tall order. But with the housing sector, facing some of its biggest challenges right now, investing in managers and leaders of the future is more important than ever.
For further information on all our Management Training courses including HR for Housing Managers (in conjunction with CHC) and ILM 3 Leadership Skills please contact us on 08448 79 76 79 or info@capitalinsighthr.co.uk