When the Tenant Satisfaction Measures (TSMs) came into effect in April 2024, they were seen by many as just another layer of compliance. But twelve months on, it’s clear: these new regulations are transforming the way social housing providers operate and who they hire.
As part of the broader Social Housing Regulation Act, these changes are ushering in a new era of transparency, accountability and customer focus. And they’re being felt most keenly in the recruitment, structure and capability of frontline and operational teams.
Tenants as Customers: A Cultural Reset
The most profound shift hasn’t been procedural; it’s cultural. Social housing providers, from large housing associations to local authorities, are now expected to operate less like landlords and more like service-driven organisations.
Tenants are no longer seen simply as residents. They are now customers. They are surveyed, their satisfaction is measured, and their feedback contributes directly to regulatory scores. For senior leaders, this marks a move from property management to customer experience management.
This customer-first approach is changing how providers:
- Structure their service delivery teams
- Handle complaints and engagement
- Approach recruitment and training
- Prioritise responsiveness in repairs and maintenance
A New Regulatory Environment: Accountability at the Top
The Ofsted-style inspections introduced by the Regulator of Social Housing mean providers are now publicly assessed on key metrics like repairs, complaints handling, tenant engagement and neighbourhood management.
A poor performance score doesn’t just reflect badly on service delivery, it puts board-level leadership under intense pressure. For executive teams, this raises the stakes significantly. Compliance is no longer optional; it’s existential.
The Recruitment Ripple Effect: What’s Changing?
As providers scramble to meet these rising expectations, recruitment strategies are evolving rapidly.
1. Customer Experience Roles Are Surging
New and reimagined roles are emerging across the sector, designed to listen to tenant voices and drive service improvements. These include:
- Customer Complaints Officers
- Resident Engagement Managers
- Customer Insight Analysts
- Service Transformation Leads
Importantly, many of these roles are being filled by talent from outside the housing sector, particularly from hospitality, utilities, and retail, where customer-centric cultures are well established.
2. Repairs and Maintenance Teams Are Expanding
With repair performance now directly impacting satisfaction scores, organisations are investing heavily in this area. We're seeing increased recruitment for:
- Repairs team managers
- Property surveyors
- Scheduling and customer service hybrids
Crucially, these roles require technical skills, empathy and communication capabilities - a noticeable shift from traditional job profiles.
3. Interim and Specialist Roles Are Filling Gaps
With many providers in transformation mode, there’s been a marked rise in interim hires and consultants, especially in areas like:
- Change and transformation
- Customer experience strategy
- Regulatory compliance and audit readiness
These roles offer flexibility and quick capability injection for organisations mid-restructure or preparing for inspections.
4. New Functions Are Emerging
Some of the most forward-thinking housing providers are creating entirely new departments to deal with customer satisfaction, including:
- Complaint prevention and learning teams
- Customer intelligence and data insight units
- Service quality and audit functions
These teams are often tasked with improving not just compliance, but culture.
Key Questions for Housing Leaders
For operational managers and directors, the implications are clear. As the sector continues to shift under regulatory and reputational pressure, ask yourself:
- Do we have the right talent in place to deliver tenant satisfaction?
- Are our repairs and maintenance teams equipped to meet rising expectations?
- Have we recruited the right mix of technical and customer-focused skills?
- Are we structured for genuine service transformation or just compliance?
- Would interim or cross-sector expertise accelerate our progress?
Final Thought: From Compliance to Culture
The Social Housing Regulation Act and TSMs are not just about ticking boxes. They’re about building a new relationship between housing providers and their tenants - one built on trust, responsiveness, and continuous improvement.
And recruitment will be at the heart of that journey. The providers who succeed won’t just react to inspections, they’ll build teams that live and lead the customer-first culture every day.
Need help aligning your recruitment strategy with regulatory demands?
We’re already working with housing providers to identify gaps, attract cross-sector talent, and build high-performing teams. Let’s talk.
