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Housing Technology Recruitment is the IT job board of the UK's No:1 leading IT, technology and telecoms news and information service for the UK housing sector and local authorities. Owing to our large readership and network, Housing Technology is a highly-targeted medium for communicating with potential candidates.  You can post jobs for free at any time, all you need to do is register with us. Contact us via recruitment@housing-technology.com or call 020 8336 2293 and we will happily assist you on any queries.

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£50,000 - £55,000 yearly
Code Red Associates London, United Kingdom
Dec 14, 2017
Full time
9 month fixed-term salaried contract, London Code Red Associates are a specialist supplier of ICT resource to the private sector, public sector, local authority & social housing sectors. We are currently resourcing for an exciting opportunity for a Project Manager with experience of Customer Relationship Management software to work for an exciting & expanding organisation making a big impact within their marketplace.    The purpose of the role will be to help in the achievement of all project objectives and this will cover the delivery of systems development, support, and training to customers by offering services such as Business Analysis, Systems Integration, Technical Support, Problem Solving, Systems Improvement and Training. Leading your team on day-to-day activities will including working on and off-site and taking responsibility & accountability for the implementation of CRM solutions for customers by meeting deadlines, working with stakeholders to map nosiness requirements, update project documentation, identify bugs, support applications, train users of the application, capture customer service metrics, planning implementations in line with organisational profit targets, offering pre sales services such as written tender responses and advising on future product developments. Of course, this is a line management position and you will be managing a team of Implementation Consultants from the client’s offices Monday-Friday. Essential Skills •    Experience working with CRM software solutions (such as Lagan, MS Dynamics, Northgate Front Office CRM, Oracle CRM, SAP CRM, Sage CRM, Salesforce, Frontrange, Sage CRM, OneServe, Sugar CRM, Amdocs, Orchard CRM, Civica Contact Manager, etc) •    Business Analysis experience - Business Process  Analysis & Mapping / Requirement Specification •    Experience in one or more of the following from a CRM software perspective - project implementation team, day-to-day systems administration, systems analysis, process mapping, DBA, specification, training, reporting, upgrades and/or testing. •    SQL scripting expertise to an excellent level •    Commecial experience manging small project teams •    Happy to travel as part of your role Desirable Skills •    Experience of working with or in a Local Authority or Social Housing IT environment •    Experience of working for a commercial IT solutions or services provider •    Experience of working in an Agile environment •    Some experience of web technologies such as HTML, XML or CSS •    More advanced experience with web technologies such as JavaScript, JSON, or SOAP As an individual you will be enthusiastic, an excellent communicator that is confident dealing with people at all levels.  You will be influential, adept at putting people at ease whilst also having an open mind and the flexibility to deal with different ways of working. You will also be used to deadlines, maintaining a calm demeanour under pressure and having excellent problem solving abilities. This role is to be based in the office in London on a Monday to Friday working week. Although this role is offered on an initial 9 month fixed-term salaried contract basis, there is definitely opportunity for this to become a potentially permanent position.  In return you will be given every chance to develop and grow with the organisation; you will receive a competitive salary, excellent benefits, healthcare, laptop and smart phone.  If this modern and exciting opportunity sounds like the next step in your career, then please apply swiftly.
£37,000 - £40,000 yearly
Code Red Associates London, United Kingdom
Dec 14, 2017
Full time
12 months fixed term salaried, £40,000 per annum, plus benefits Code Red Associates are a specialist supplier of ICT resource to the private sector, public sector, local authority & social housing sectors. We are currently looking for an experienced Systems Support Analyst for a respected organisation in London, an organisation committed to employee development and achievement. The ideal applicant will be an experienced Systems Support professional with added expertise in programming in SQL. This is a 12 months fixed term salaried contract. The purpose of the role will be to support the Housing Management System & other business applications.  You will have experience of working within a systems team within a Social Housing environment and have a technical support analyst background with experience of supporting Social Housing Software and SQL Programming experience.  Your day to day responsibilities will include the review outstanding helpdesk calls with a view to agreeing issue closure; you will provide immediate support and react to priority issues to system changes and interfaces; you will have troubleshooting abilities and be able to liaise with suppliers; you will be able to program in SQL and build freehand SQL scripts.   Essential skills: • Experience of configuring and supporting Social Housing Management software (such as Northgate Housing/OHMS, Civica Universal/Cx, Orchard Housing, Capita Academy/OPENHousing, Aareon QL Housing, MIS ActiveH, Castleton/Kypera Housing or similar). • Systems implementation • User acceptance testing • User training • SQL programming Desirable skills: • Exposure to EDRMS/Document management • Solid understanding of PRINCE2 or similar This is an excellent opportunity to gain experience with a forward-thinking organisation so please apply today for immediate consideration.
£25,157 yearly
Knightstone Housing Taunton, United Kingdom
Dec 12, 2017
Contractor
Housing Officer (Maternity Cover) Taunton £25,157.48 Temporary 12 month contract, 37.5 hours per week Knightstone Housing is a leading housing association in Somerset and the West of England, building vibrant, stable and safe communities where people can make their homes. We provide services to over 23,000 people in 11,000 homes. We have an opportunity to join our Tenancy Services Team as a Housing Officer to cover maternity leave for 12 months. It is a fast paced, challenging role and you'll need to think on your feet and juggle priorities. We are looking for someone to: Proactively and robustly manage sustainable tenancy agreements ensuring tenants understand and fulfil their tenancy obligations. Work flexibly to ensure our homes are let quickly and efficiently. Proactively and robustly manage estates to ensure they are well presented at all times. Contribute to the development of new schemes from early proposals through to successful and sustainable management. Resolve complaints and dealing with challenging situations. Contribute to our aim to deliver 'you and your home' visits to all the residents in your patch over the next two years. You'll also need to be able to drive and have your own car as you will be regularly out and about on your patch. A DBS check is required. Reference: NTXHP258325
£24,000 - £26,000 yearly
Vivid Portsmouth, United Kingdom
Dec 08, 2017
Full time
We have a unique opportunity for an ICT Support Technician based in Portsmouth on a full time, permanent basis working 37 hours per week.  There will be an expectation to regularly travel to our Basingstoke office, so you must be able to and willing to travel independently throughout our sites of operation.  We pay mileage at 45p per mile for travel between sites. The purpose of the IT Support Technician is to deliver the company’s IT support service to IT users, and support the work of the Business Systems & Infrastructure teams to ensure our IT systems, hardware & infrastructure are always available and staff know how to use them. Key responsibilities: Delivering VIVID’s IT Service Desk service in line with set SLA’s, offering a high level of customer service and ensuring customer satisfaction Assisting the Infrastructure team with diagnosing and logging system & network faults. Liaising with colleagues and 3rd party suppliers to ensure incidents and problems are resolved within agreed SLA’s and priorities Administering and supporting users with VIVID mobile & fixed devices Administering system access for new employees, leavers and other appropriate changes when necessary Ensuring IT equipment including desktops, printers, communications & other equipment are correctly used, maintained, replaced and disposed liaising with colleagues and other sections as required Essential skills/experience: Previous experience within a similar role; hands on technical experience of working in a helpdesk environment.  Demonstrable experience within a structured IT department Excellent technical troubleshooting skills (hardware and software) Previous experience of supporting a variety of hardware, including PCs, laptops, thin client terminals, routers, hubs, switches and printers. Good working knowledge of Service Desk software Good skills in administration and documenting Full current driving licence with access to a vehicle in order to travel freely between sites when required What we offer in return: A rewarding salary of up to £26,000 per annum, depending on experience 26 days’ holiday per year pro rata (plus bank holidays) Access to our generous benefits package, to include a company pension, medical cash plan, free on site parking (subject to availability) plus much more!

Insights

To underpin long-term sustainability, support growth and build resilience against an increasingly difficult operating environment, Thrive Homes has implemented a game-changing transformation of their service model in partnership with Campbell Tickell. The case for change started with a desire to create a service model that engenders self-reliance, improves services and reduces costs. And a model which explores what could be learned from commercial service provision. In defining the case for change the Thrive Board and Executive recognised that only a full system change would deliver the necessary scale of transformation within the timescale required. The target service model is of low-cost housing provision where rental income provides great value via low-touch digital access for the majority of customer interactions, with staff resources increasingly focused on carefully targeted sustainment and intervention offers. A reset in the relationship with customers is required to create new mutual expectations and address the negative behaviours that drive-up costs.  This reset requires fresh thinking about how the relationship with customers is framed with extensive changes to what customers see and experience as part of a demand reduction strategy. It is equally important to consider organisational design and cultural and behavioural change. Whilst this scale and interdependency of the changes obviously represented a high degree of risk to the organisation, there was a recognition that only by building a new service model from the ground up could the greatest benefits for customers and Thrive be realised. From a Blueprint prepared by CT consultants working within the organisation, and endorsed by the Thrive Board in July 2016, a programme of transformation is already realising the vision: The Thrive Deal: A concise set of Offer and Ask statements replace layers of policy, handbooks and leaflets, and are explicit in setting out the meaning of tenancy terms and conditions, whist also straightforwardly demonstrating compliance with consumer standards.  These Offer and Ask statements redress the balance of tenant responsibilities and demand on the service, by, for example, making clear that tenants must resolve low-level ASB issues such as noise nuisance, and by clarifying the range of repairs that are the responsibility of the customer. A set of charges are applied for delivering services that fall outside the core offer or are the tenant’s responsibility and for recovering the costs of rectification work. A straightforward customer journey mapping approach, led by staff, translates the Offer and Ask statements into new business processes. Going Digital: Improving on a previous low-level digital presence, customers can book and manage appointments directly for a range of Easyfix repairs (potentially 40% of demand) through the myThrive App. New customer sign-up will be managed through a bespoke self-service portal, with an application gateway that requires nominees to submit proof of identity and affordability, and an induction gateway that ensures they are fully aware of their responsibilities as tenants. In this way the expectations of new customers are actively shaped beginning with the first point of contact. Scheduling the work of all field teams through the mobile working platform, combined with multiskilling (inspections) will enable the deployment of a flexible and efficient ’call-off’ style delivery model. Further improvements to service and reductions in cost-to-serve are planned as our model matures. Home Plan: puts the customer centre stage in the management of their home. From undertaking simple repairs to understanding what constitutes careless damage, a refreshed Home Standard manages the expectations of new customers. Using photographic inventory management, adopted from the private sector, and being piloted with new customers, over a period all customers will be on a rolling four-year cycle of inspections (aligning with an 8-year fixed-term tenancy cycle for new customers). This evidence-based approach will inform both component renewal decisions and tenancy interventions and will shape customer expectations of the service. Organisational Design: A bold and simplified staffing structure was required to best support the profound changes in service delivery mechanisms. This simpler model maximises empowerment at all levels and supports the new approach to customer journeys. A programme of cultural change supports adaptation to new ways of working and responds to new levels of expectation. Roles are more generic, generating savings from the greater flexibility this provides. Thrive has already realised an 18% reduction in headcount and year on year savings of £247k from the new model and will deliver further savings arising from operational efficiencies and reducing demand. The approach is scalable and so responds well to growth opportunities. Measuring what Matters: Thrive has radically simplified the way it measures its effectiveness and customer contentment, gone are the how quickly did we do it type measures, that create perverse incentives and restrict customer choice, replaced with measuring a choose the time that suites you and we will get the job done approach. In measuring contentment, customers are simply asked “was the service you received – good or not good enough?” Realisation and Outcomes: The Thrive Deal business case defines a target operational model with associated return on investment and performance outcomes. Thrive will fully realise this vision over the next three years and a Value Realisation Framework ensures the Board can track outcomes. By transforming in totality its offer to customers and what it asks in return, its delivery model and organisational design, Thrive Homes is now positioned to sustain itself, grow quickly, and meet the ongoing challenges of the operating environment. Whilst the outcomes are tailored to Thrive Homes, the Blueprint for this approach is transferable and could work for others. What lessons did we learn along the way? The importance of: Commitment on what is inevitably a very demanding journey The value of a trusting, collaborative relationship between client and consultants that enables ambitious ideas to become reality Flexibility on the journey when things don’t work as originally envisaged Securing and maintaining Board support and strategic leadership to take the bold steps, in full understanding of the benefits and risks. Authors: Elspeth Mackenzie, Chief Executive, Thrive Homes ; Alistair Sharpe-Neal, Associate, Campbell Tickell and Jon Slade, Senior Consultant, Campbell Tickell https://www.campbelltickell.com/ http://www.thrivehomes.org.uk/
The housing sector is undergoing significant changes, having to develop new solutions for housing and homelessness issues, catering for the regulatory and welfare reforms, managing demand which is greater than supply and now emergency health and safety reviews. These challenges are having a direct impact on traditional operating procedures. When solving these issues, the housing sector relies on a highly-talented workforce to identify the problems, assess their impacts, and design new operating practices, create solid project plans and deliver change. HR plays a pivotal role in managing talent, engaging the workforce and running the talent supply. In order to carry out their day-to-day role, HR teams typically rely on sophisticated systems to handle much of the drudgery, such as transactions, calculations, alerts, approvals and reporting, so they’re free to focus on the areas that add real value. But ask your HR team if they feel supported and have enough time to carry out the workload they have been tasked with, the answer is almost certain to be a resounding “No!”. So what went wrong and how can you fix it? When you and your colleagues went through the procurement process, you carefully assessed the capabilities of different HR systems and selected the solution that was most aligned to your current and future business requirements. Clever HR systems are a reality, they do exist, and they are capable of taking the pain out of your job. However, by the time you get to week one of your implementation, your product knowledge is usually out of date. These systems are clever because they are in continuous development. When you go through an implementation of a new HR system, you design the build with everything you need in order to go live. All those additional benefits you are going to gain, all those new features you saw in demonstrations, you get to apply them, click your fingers and make your life easier. Well, it’s not quite that simple. It’s a long and challenging process. Think back to the end of your last implementation; how many other things had you planned to adopt after go live, yet how many of those did you actually achieve? The fact is that life gets in the way; we are all very busy people. After an exhausting implementation, when you get to go live, your HR team deserves a period of ‘back to normal’ but the demands of HR and payroll never disappear. Instead of training, your team is back to the grind. The HR team will have to discover the new functionality, they will also have to embed the new processes and support organisation-wide changes. In addition, your system supplier will also release new functionalities, often several times a year. Some organisations will employ a system administrator who is dedicated to continuing the configuration and roll-out of the system’s new features. Others will create ‘super users’ within HR and payroll who are upskilled to be able to configure new features. So why aren’t you fully benefiting from your HR system? There are three common causes: Since the last recession, we have seen a decline in system administrator roles. This may have fixed a short-term budget problem but it’s consequently costing organisations money because they are not maximising their return on investment. Super users are brilliant but they’re already in a full-time role and have implemented many changes over recent years (such as legislation reform, pension changes, talent management, employee engagement and handling data). When do these super users get the time to review new system features and implement them? The answer is that they don’t. People leave organisations for all sorts of reasons. It’s an unfortunate reality that you lose system expertise through attrition. That knowledge is often lost, either through inability or through organisational unwillingness. Do organisations stop evolving because they have lost HR system knowledge or because super users have busy workloads? Of course not; they can’t. They must change to sustain revenue targets and growth. What happens when changes affect your workforce? Changes come thick and fast; terms and conditions, new ways of calculating pay, new pension rules and so on. They are not optional and they all require their implementation by strict deadlines. If you don’t have the system expertise to configure the changes in your HR system, the HR team will end up manually processing the changes outside your system. Now you are in the dreaded ‘chicken and egg’ HR management situation. Your job is even busier because you are managing the employee-related changes manually, reducing the time available to configure your clever HR system to automate the processing for you. As you are processing manually, you also need to add further checks to eliminate any risk of human error. This becomes a vicious circle. When you selected your HR system, how many functional requirements did you identify – 50, 100, 200, or more? And how many supporting services requirements did you identify – 10, 15, 20? So how do you get the best from your HR system? If employing a dedicated system administrator or a super user with ring-fenced admin time isn’t commercially viable, here are two ways to solve your problem: Invest in an internal upgrade process. Bring together representatives from HR, recruitment, learning and development, payroll, and people managers. Give them time to review the release documentation then meet up and agree a combined approach. Secure resources and build your implementation plan while making sure you allocate a realistic amount of time to the configuration. You may need internal communications to reach all of your colleagues, make sure everyone knows what is happening, when, why and how this affects them. Talk to your software supplier. They can provide HR and payroll industry experts who will help you to get the most out of your system and work with you to introduce best practice, building operationally efficient processing, saving you time and improving accuracy. The chicken and egg HR management situation can be resolved, but it takes self-reflection, determination and clarity of purpose. Author: Julie Lock is the service development director at MHR. https://www.mhr.co.uk/
Welcome to Housing Technology Insights. We are delighted to announce that we are going to be sharing content on this platform which we feel will continue to support and add value to your careers in housing. This is part of our ongoing goal of helping our readers find the right IT jobs in housing and succeed within housing associations and local authorities. These insights will discuss recruitment, skills and careers relating to technology professionals within our sector. We hope you find this a rich source of information over the coming months. Please stay tuned for the latest articles!   We welcome relevant submissions and If you'd like to contribute to our Insights section, please get in touch via news@housing-technology.com.  
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