Croydon Council's Housing Assurance Board has noted significant progress in its efforts to enhance workforce stability and professional standards within the Housing Directorate. The board received an update on Monday, July 13, 2026, detailing recruitment successes and ongoing initiatives aimed at creating a more resilient and resident-focused housing service. This progress is evidenced by 82 permanent appointments made, including crucial senior leadership roles, over the past eight months, contributing to a more stable workforce that had previously relied heavily on interim and agency staff.
Key to these efforts has been a concerted push to recruit permanent staff. Despite these successes, recruitment challenges persist for specialist and senior positions. The housing employment market remains highly competitive, with the directorate facing difficulties attracting and securing candidates for some senior and specialist posts. This reflects wider market pressures and salary differentials across the sector, including instances where experienced candidates have withdrawn at offer stage following more competitive offers elsewhere, such as for two Head of Service appointments.
The Housing Directorate is also implementing a competency-based recruitment process, moving beyond CV screening to assess candidates' behaviours and suitability for roles. This approach uses a competency model that examines behaviours at all levels and tiers, focusing on the services residents expect. While technical qualifications are reviewed at the shortlisting stage, the assessment measures candidates' behaviours and competence to deliver a customer-focused approach in housing.
This competency-based recruitment is part of a holistic approach to ensuring competence and professional standards across the workforce. Enhanced training and development programmes are also in place. The directorate is developing a housing-specific induction programme, aligned with professional standards, resident focus, and the upcoming Competence and Conduct Standard (CCS). The CCS is noted as being more than just qualifications; it encompasses culture change, behaviours, and the delivery of consistent services that residents are entitled to receive.
Efforts to improve workforce stability are also being supported by a review of agency and interim roles, with plans to reduce reliance on temporary staff through permanent recruitment, conversion, and service redesign. As of May 2026, the directorate had 148 agency and interim roles. Of these, 110 are within active recruitment or conversion processes, 12 are linked to service reviews, and 26 are for specialist, programme, or time-limited roles. While reducing dependency on temporary resources remains an objective, specialist and interim resources will continue to be required in some areas to provide operational capacity and specialist expertise. The council is progressing through its workforce plan and strategy, having recruited to over 80 posts but still needing to recruit to approximately 140 more. The expected outcomes of service redesign initiatives are to create a stable structure for future delivery and to achieve positive resident outcomes.
Over the past 18 months, the organisation has undergone significant change, including two major restructures in assets, repairs, and housing management services. These changes have allowed for the creation of a stable structure to deliver services for the future. The directorate also aims to use its competency model for succession planning and growing its internal talent pool through apprenticeships, graduate schemes, and career pathways.
Further details on the board's discussions can be found in the Public reports pack for the meeting held on July 13, 2026. The Agenda frontsheet and Minutes of Previous Meeting are also available.