In September 2025, the Housing Association Masterclass brought together leading voices from across the social housing sector to explore how organisations can strengthen culture, boost engagement, and turn employee feedback into meaningful change.
Hosted by Ryan Tahmassebi, People Science Director at WorkBuzz, the session featured a panel of experienced practitioners from Southway Housing, 13 Housing Group, Riverside, and the G15. Each shared how their organisations are approaching employee listening and culture transformation at a time when the sector faces growing pressures and expectations.
Setting the Stage: Culture and Listening as Foundations
Ryan opened by stressing the central role of organisational culture in shaping both employee experience and performance. With WorkBuzz supporting over 400 organisations globally, he highlighted that listening—when done well—goes beyond surveys. It’s about using insights to spark real impact.
Ryan Tahmassebi, WorkBuzz:
“Culture can be the hero or the villain in any organisation. When we truly listen to our people and act on what we hear, we unlock the potential for real impact and lasting change.”
The panel reflected on their own journeys, recognising the unique challenges of the housing sector: dispersed workforces, customer-facing roles, and the need to align employee experience with service delivery.
Key Themes and Insights
1. Culture as a Catalyst for Change
Joanne, Director of People at 13 Housing Group, described how a post-pandemic dip in engagement scores prompted a full cultural audit. By involving external experts and forming a culture working group, the organisation refreshed its vision and values, creating a renewed sense of clarity and energy.
Joanne, 13 Housing Group:
“We realised that to move forward, we needed to refresh our vision and values from the ground up. Involving colleagues at every level has been key to building a culture that truly resonates.”
2. Connecting Feedback to Action
For Jo Edwards, Assistant Director of People and Culture at Southway Housing, the real measure of success is turning insights into meaningful change.
Jo Edwards, Southway Housing:
“Connecting the dots between what colleagues tell us and the actions we take is fundamental. It’s not just about high response rates—it’s about making sure every voice leads to meaningful improvement.”
3. Data-Driven Decision Making
For Maxine Cousins, Director of People and Culture at Riverside, the real power lies in asking the right questions. She explained how behavioural survey items gave managers deeper insights, enabling targeted training and reinforcing values-driven behaviours. Combined measures and indices, rather than single data points, provided a more nuanced view that translated into action.
Maxine Cousins, Riverside:
“For me, the real power comes from asking the right questions—especially those that dig into behaviours and values. When we move beyond single data points and look at combined measures, we gain the kind of nuanced insight that drives action. That’s what enables us to target our training, support our managers, and truly embed our values across the organisation.”
4. Driving Survey Participation and Trust
Boosting response rates continues to be a challenge across the sector. The panel shared successful approaches such as:
- Engaging culture champions to encourage peers
- Using QR codes for quick access
- Allowing time during work hours to complete surveys
- Building trust through storytelling and transparency about actions taken
Nikki Rice, Riverside:
“Action is what builds trust. It’s not enough to ask for feedback—we have to show our people that we’re listening and that their input drives real change, both locally and across the organisation.”
The message was clear: employees will engage when they believe their voice will lead to visible change.
5. Diversity, Equity, and Inclusion (DEI) at the Core
Natalie, currently seconded to the G15, highlighted that DEI must remain central—even as some sectors deprioritise it. From ethnicity pledges to conscious inclusion campaigns, housing associations are taking the lead in embedding DEI into everyday practice.
Natalie Quilter, G15:
“Diversity and inclusion aren’t just boxes to tick—they’re the foundation for everything we do. When every colleague feels valued and heard, engagement and performance naturally follow.”
The panel stressed that inclusion is everyone’s responsibility, not just HR’s.
6. Leadership Accountability and Manager Enablement
Across all organisations represented, a common theme emerged: engagement depends on managers. The panel discussed initiatives such as “manager spotlights” and localised action plans, which empower managers to act on insights. At the same time, senior leaders must model expectations and hold managers accountable, ensuring that engagement becomes part of everyday practice.
Maxine Cousins, Riverside:
“Leadership accountability is everything. We set clear expectations for our managers, give them the tools to succeed, and hold ourselves to the same high standards we expect from our teams.”
Practical Takeaways for Housing Leaders
The session left attendees with a roadmap of practical actions:
- Involve employees at all levels in shaping culture and survey design
- Use data for storytelling, not just benchmarking
- Tailor communication to reach dispersed and frontline roles
- Embed DEI as a shared responsibility across the organisation
- Equip managers with tools, training, and support to turn insights into action
Conclusion
The Housing Association Masterclass reinforced that elevating engagement in social housing requires more than surveys and dashboards. It calls for a holistic, data-informed, and inclusive approach, where leaders listen, act, and hold themselves accountable.
By embedding these practices, housing associations can create workplaces where colleagues feel heard, empowered, and supported—and where customers ultimately benefit from better service.
As the sector continues to navigate change, these lessons provide a practical roadmap for sustained improvement and impact.