The conversations at this year’s Housing Brighton conference made one thing abundantly clear: the housing sector is entering a period of major operational and cultural change. Across the sessions we attended, there were recurring themes around accountability, compliance, proactive asset management, and the growing pressure on local authorities and housing associations to deliver more with tighter budgets.
Two sessions in particular stood out for us because of their implications for recruitment across the sector: one focused on damp and mould management, and the other on devolution and the future of housing delivery. Together, they painted a clear picture of where the sector is heading, and where the most significant hiring challenges and opportunities are likely to emerge.
Damp and Mould: From Repairs Issue to Systemic Housing Challenge
One of the strongest themes from the damp and mould session was the shift in language and mindset across the sector. Damp and mould is no longer being viewed simply as a reactive repairs issue; it is increasingly being recognised as a systemic housing problem that requires a proactive, organisation-wide response.
The influence of the post-Grenfell regulatory landscape was evident throughout the discussion. Housing providers are under increasing scrutiny, with consumer regulation changes driving higher expectations around tenant safety, accountability, and service delivery. There was also a clear emphasis on moving away from tenant blame and instead focusing on earlier intervention, better diagnostics, and more joined-up housing management practices.
For many local authorities and housing associations, this presents significant operational challenges. Reactive repairs models are increasingly being viewed as outdated and insufficient, particularly where housing stock data is poor or fragmented across departments. A lack of integration between housing management, repairs, and asset teams was highlighted repeatedly as a major barrier to effective resolution.
What was especially interesting from a recruitment perspective was the sector’s growing focus on preventative capability rather than reactive delivery. Organisations are looking for professionals who can identify root causes, interpret housing data, manage compliance risks, and work collaboratively across departments.
This is likely to increase demand for:
- Stock condition and diagnostics surveyors
- Asset management professionals
- Repairs and maintenance managers
- Compliance and tenant safety specialists
- Professionals with strong data and systems capability
The session also highlighted an ongoing shortage of technically strong candidates who can diagnose underlying causes rather than simply deliver surface-level repairs. Multi-skilled professionals who combine technical understanding with tenant engagement and risk management expertise are becoming particularly valuable.
One of the key takeaways for us was that clients are increasingly prioritising candidates who can reduce organisational risk. The sector is becoming more compliance-focused, more data-led, and more proactive in its approach to housing management, which means hiring strategies are evolving accordingly.
Devolution and the Changing Recruitment Landscape
The second session centred on devolution. For us, it was interesting to consider how it is expected to reshape recruitment across the housing and property sectors over the next few years. The overriding message was that while demand for housing delivery remains strong, the operating environment is becoming significantly more complex.
There continues to be a major push for new social housing delivery, but councils and housing providers are facing structural barriers including planning delays, funding pressures, land shortages, and skills shortages. This is driving sustained demand for professionals involved in development, regeneration, and project delivery.
At the same time, regulation and compliance continue to dominate strategic conversations. Building safety, tenant satisfaction, governance, and consumer regulation are all increasing pressure on providers to strengthen internal expertise. The legacy of Grenfell remains central to decision-making, particularly around inspections and accountability.
From a recruitment standpoint, this is creating growing demand for:
- Building safety and compliance professionals
- Risk and governance specialists
- Senior leaders with regulatory expertise
- Asset and regeneration professionals
- Planning and project delivery specialists
Financial pressures were another major talking point throughout the session. Many organisations are balancing ambitious development targets with the need to invest heavily in existing housing stock, repairs, and retrofit programmes, all while operating within tight funding constraints.
As a result, hiring strategies are becoming increasingly cost-conscious. We expect to see continued growth in interim recruitment, alongside greater demand for professionals who can operate across multiple disciplines. Candidates with blended skillsets, for example across asset management and sustainability, are likely to be especially attractive to employers.
Retrofit and Sustainability Continue to Drive Demand
Retrofit and sustainability were also major areas of focus throughout the devolution discussions. Across local authorities, there is a growing emphasis on upgrading existing housing stock to improve energy efficiency and meet net-zero targets.
Many London boroughs are now attempting to combine grant funding, retrofit investment, and acquisitions to create more sustainable long-term capital funding strategies. However, retrofit remains one of the sector’s most significant skills gaps.
The session reinforced expectations of continued demand for:
- Retrofit coordinators
- Sustainability leads
- EPC and data consultants
- Capital works professionals
Interestingly, there was also discussion around organisations potentially outsourcing some retrofit capability due to the shortage of available talent in-house.
A Sector Looking for Adaptability
Another recurring theme was the challenge of workforce sustainability itself. The local authority sector continues to face ageing workforces, retention difficulties, and challenges attracting new talent.
Encouragingly, there appeared to be growing openness towards hiring candidates with transferable skills from adjacent sectors such as construction, facilities management, and the private sector. Apprenticeships and broader talent pipelines were also discussed as important long-term solutions.
For recruiters, this presents both an opportunity and a responsibility. Understanding the evolving priorities of housing providers, particularly around regulation, compliance, sustainability, and risk reduction, will be critical to supporting our clients effectively over the coming years.