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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 or call 020 8336 2293 and we will happily assist you on any queries.


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Latest Jobs

£19,392 - £19,916 yearly
Knightstone Housing Taunton, UK
Mar 05, 2018
Full time
Scheduler Taunton £19,392.23 - £19,916.34 pa Temporary 12 months contract until 30th April 2018 Full Time 37.5 hours per week Now’s an exciting time to join Knightstone Housing as we come together with DCH Group to become the largest housing association in the South West, increasing our capacity to provide much needed housing and to deliver great service to our customers. 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 40 Technicians working to maintain our properties. 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 response targets ensuring all performance targets 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 daily changing priorities in a busy environment, someone who can remain focused and positive in an emergency situation. Excellent communication skills are essential as you will be speaking directly with our residents 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: NTXTQ281326 
£50 - £65 hourly
Code Red Associates South Yorkshire, UK
Feb 22, 2018
GDPR Project Manager 3 Month+ Contract Are you an experienced Project Manager?  Do you have insight into GDPR regulation or have you successfully implemented GDPR standards?  If so, Code Red Associates could be recruiting for the next stop in your consultancy career.  We are a leading supplier of Permanent & Contract ICT resource to a variety of Blue Chip, SME & growing organisations throughout the UK and are currently recruiting for a skilled Project Manager to implement GDPR compliance across an award winning organisation in the midst of transformation programme. The purpose of the role will be to plan, deliver, manage and monitor data protection and information security standards across the organisation to ensure compliance with current and future information management legislation.  You will manage risk, interface with all areas of the business, understand internal and customer data protection requirements and ensure compliance.  You day-to-day responsibilities will include devising the plan to implement changes under GDPR, conduct an internal mapping exercise, make and implement recommendations, provide leadership, guidance and support on data protection legislation and deliver, manage and implement GDPR changes.   Essential Criteria •    Demonstrable commercial track record as a Project Manager •    Knowledge of Data Protection and GDPR principles •    Excellent communication skills at all levels and the ability to digest, understand and explain complex topics simply Desirable Criteria •    Previous experience implementing GDPR best practice in an organisation •    Project Management Certification such as PRINCE2/PMP As an individual you will have excellent attention to detail & analytical skills, as well as strong decision making, self-reliance & problem solving abilities.  You will also be an excellent communicator with the ability to listen to as well as to communicate ideas and concepts.  An immediate interview and start is on offer, so please apply today for swift consideration.
£35,000 - £38,500 yearly
InterQuest Group London
Feb 16, 2018
Full time
InterQuest Group is an award-winning, specialist technology recruitment business which comprises of a number of independent brands that operate within the highest growth functions of the new digital operating environment – digital, information security, analytics, telecommunications and change management. Our client, a well known Housing Association based in London is going through one of the most important digital & technological changes within their organisation which will help deliver the best services to their customers. As such, we are looking for a Data Science Analyst to support them in this transition The role will pay £38,500  per annum and will based in their London office for a 1 year fixed term contract. Candidates will require experience in: Programme experience in basic languages or R Knowledge of Azure Analytics  Statistical Analysis  Able to find patterns in data  Machine learning  Background experience:  Housing would be beneficial but not essential Commercial & retail sector experience would be disarable  This is wonderful time to join an organisation who is looking to transform their business so please apply now to be considered! Alternatively, you can contact: Louis Lo, Business Change Consultant at InterQuest on Tel: 0207 025 0181 or email:
£40,000 - £45,000 yearly
InterQuest Group Kent, UK
Feb 16, 2018
Full time
InterQuest Group is an award-winning, specialist technology recruitment business which comprises of a number of independent brands that operate within the highest growth functions of the new digital operating environment – digital, information security, analytics, telecommunications and change management. Our client, a well known Housing Association based in Kent is going through one of the most important digital & technological changes within their organisation which will help deliver the best services to their customers. As such, we are looking for a Product Owner to support this transition. The role will pay £45k per annum which will include a generous benefits package and a small bonus dependent on group performance. Candidates will require experience in: Experience of working within a Product Delivery Environment  Knowledge of working in a software development environment  User Acceptance Testing  Excellent stakeholder management skills Well developed problem solving skills  A very good understanding of project management methodologies including, Prince 2, Agile & SCRUM  Background experience:  Housing would be beneficial but not essential Commercial & retail sector experience would be disirable  This is wonderful time to join an organisation who is looking to transform their business so please apply now to be considered! Alternatively, you can contact: Louis Lo, Business Change Consultant at InterQuest on Tel: 0207 025 0181 or email:


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
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.
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  
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Housing Technology Recruitment is the job board of the UK's No:1 technology news and information service for the UK housing sector 


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