Technology Careers in Housing

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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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Latest Jobs

£40,531 yearly
Accent Group Ltd Shipley, UK
Jun 21, 2018
Full time
“Third-line ICT support with first-class skills” We are going through an exciting period of digital transformation at Accent. We have recently set-up an omni-channel contact centre with integrated Skype4Business telephone system. We have made significant investment in computer systems in the last five years and we will continue to do so to make sure we provide a fantastic customer experience to our residents. This means, for example: • Maintaining our wide area network between offices • Upgrading our electronic document management solution • Seamless integration of our main systems • Strengthening our security and disaster recovery arrangements As one of an internal team of three Network Engineers you will be responsible for managing projects and changes which affect our systems, storage and network. You will be responsible for ensuring our systems are “fit for use”: that they are property set-up and that they perform well in a safe, secure environment, follow best practise, and comply with existing procedures and standards. Ideally you will have: 1. Experience of ICT best practices such as ITIL & PRINCE2 2. Good project management skills on technical projects 3. Knowledge and practical working experience to configuration, implementation, security and fault diagnosing of the following technologies: Microsoft Windows environment, WAN/LAN, VMware virtual servers, Exchange servers, Skype4Business, IIS, SAN storage and unified communications. This job is ideal for experienced engineers, living in the local area and who are looking to work in a community orientated business.
£46,030 yearly
Accent Group Ltd Shipley, UK
Jun 21, 2018
Full time
“You can have data without information, but you cannot have information without data” Like any other ambitious organisation, here at Accent we rely on using data and information to provide a better customer experience for our residents. Our newly formed Information Team is responsible for providing accurate reports and visualisations for business users to make strategic and operational decisions and improvements. As manager for the newly formed team you will have full responsibility for protecting, securing and analysing the data we collect and store. Your first task is to review the use of data, information and reporting and in consultation with relevant stakeholders develop a Data and Information Strategy that meets the needs of Accent Housing. You will have of lots task and project variety to demonstrate your skills. Experience of working in the social housing sector would be beneficial. You will be aware of technology trends and supplier / product developments and be able to identify and propose opportunities for improvement: challenging the status quo and breaking down barriers to change. Ideally you will have: • Excellent understanding and experience of data and information • Experience of producing and presenting complex information to professionals and others at different levels using tailored language and delivery methods • Experience of managing a team of analysts or information specialists • Experience of relevant data protection legislation and information security standards • Knowledge and awareness of “big data”, data intelligence, data quality and data strategy tools
£31,464 yearly
Accent Group Ltd Shipley, United Kingdom
Jun 21, 2018
Full time
“You can have data without information, but you cannot have information without data” Like any other ambitious organisation, here at Accent we rely on using data and information to provide a better customer experience for our residents. Our newly formed Information Team is responsible for providing accurate reports and visualisations for business users to make strategic and operational decisions and improvements. You will provide management information data, reports and analysis to enable improvement of organisation wide performance measures. You will analyse data identifying exceptions, anomalies, trends and business implications, ensuring that all data and information used as a basis for reporting and developing corporate strategy is accurate and validated. You will have of lots task and project variety to demonstrate your skills. Experience of working in the social housing sector would be beneficial. You will be aware of data and information trends and be able to use a range of technologies including Qlikview, and of course Excel. Ideally you will have: • Great customer service skills, with a can-do attitude and the ability to delight our customers • Experience of statistical methodologies and data analysis techniques • Experience of producing and presenting complex information to professionals and others at different levels using tailored language and delivery methods • Ability to produce clear graphical representations and data visualisations. • Excellent numerical and analytical skills • Knowledge of data analysis tools including Excel and preferably QlikView • Understanding of data protection issues
£19,780 - £20,314 yearly
Liverty Taunton, UK
Jun 19, 2018
Full time
Scheduler Taunton - Prockters Farm £19,780.08 - £20,314.67 Permanent, 37.5 hours per week Now is an exciting time to join Liverty, the largest housing association in the South West. We are a leading developer of affordable and social housing in the South West. From the shores of Cornwall to the Gloucestershire hills, we have a vision to build real social change in our region, one front door at a time. We are seeking a Scheduler to join our friendly, efficient In House Maintenance team which provides a repairs and maintenance service for occupied and void properties throughout Somerset. We currently have approximately 30 Technicians working to maintain our properties. Our office is based on a working farm in a rural setting.  We are a close knit team with a real sense of team spirit. We pride ourselves on customer service and deal with emergencies daily.  This requires flexibility in the working day to ensure the welfare and safety of our residents. In this key role you will manage technician diaries ensuring value for money and non productive time is minimised. You will also ensure all Health and Safety information is supplied to Technicians and Subcontractors prior to appointments. Further to this you will monitor performance targets ensuring they are met and you will liaise with subcontractors, raising orders and reviewing work in progress. We are looking for a proactive individual who can cope with changing priorities in a busy environment and someone who can remain focused and positive in an emergency situation. Excellent communication skills are essential as you will be speaking directly with our customers and technicians booking appointments and juggling priorities to ensure all operational and customer service targets are met. You will need to be positive and self-motivated with a passion for excellent customer service. Reference code: NTXUT312988 

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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