Regulator concerned skills shortage could impact providers’ ability to analyse TSM data

“One of the things on my worry list is succession and recruitment for almost every level – at leadership levels and [for] specialist roles,” Ms Dodsworth said.

“Bigger organisations will have had their antennae up and [will have been] looking to get processes and people in over the last couple of years, so I think that’s been emerging for some time.”

Jonathan Cox, director of data and business intelligence at HouseMark, said that, particularly among larger landlords, they had seen growth in recruitment for specialist customer experience and data roles, while smaller landlords may need to get outside support in.

“In the larger housing associations, we see some excellent talent, and I’ve certainly seen more of those roles recruited,” said Shona Gilbert, group client development director at The Institute of Customer Service.

“The thing that I want to caution against is the tendency to move people internally into those roles who maybe don’t have that skill set yet.

“By all means, move people into those roles, but give them the development that they deserve in order to do the absolute best with that role and responsibility.”

Earlier during the panel discussion, Ms Dodsworth had warned that the RSH would be using interviews and scoping documents to “see whether the residents’ engagement system is a shiny superficial thing at the top level, or whether there is real influence and tenants are being heard.”