Workforce Policy

2. Scope

This policy applies in full to all B3Living colleagues.

Relevant provisions relating to induction, competence, conduct and service delivery may also apply to temporary and agency workers, taking account of the nature and duration of their assignment.

The section on service providers and contractors sets out B3Living’s approach to obtaining assurance about relevant staff employed or engaged by organisations delivering landlord services on our behalf. It does not make those individuals subject to B3Living’s employment policies and procedures.

Where appropriate, aspects of the Code of Conduct also apply to Board members and involved customers.

3. Aims and objectives

3.1 Our Commitment

3.1.1 We recognise that excellent services are delivered by people who are competent, accountable and committed to providing a positive customer experience.

3.1.2 We believe competence and conduct are closely linked. Delivering excellent services depends not only on what we do, but how we do it.

3.1.3 We will recruit, develop and support colleagues to perform at their best,

maintain high standards of conduct and continuously improve the services we provide.

3.1.4 To do this, we will:

► Recruit people with the skills, knowledge, experience , behaviours and potential needed to be successful in their role.

► Support colleagues to develop throughout their employment.

► Tailor learning, development and support to the requirements of different roles.

► Provide regular opportunities to review performance, discuss progress

and identify development needs.

► Promote a culture of learning and continuous improvement.

► Address performance and conduct concerns fairly and consistently.

► Support colleagues to achieve and maintain any professional

qualifications relevant to their role.

► Monitor workforce capability and address identified gaps .

 

3.2 What we expect

3.2.1 We expect colleagues to develop and demonstrate the skills, knowledge, experience and behaviours needed to perform their role effectively.

3.2.2 The requirements for each role are informed by:

► Our values and customer ethos .

► Customer needs and expectations.

► Our behaviour framework , which translates our values and customer ethos into day -to-day behaviours.

► The Code of Conduct .

► The responsibilities of the role.

► Relevant regulatory and professional requirement s.

► The nature of the services delivered and the potential impact on customers, service quality and safety.

These requirements will vary according to the nature of the role, its responsibilities, the services delivered and the level of contact with customers.

Managers will identify the requirements for individual roles through role profiles, person specifications, regulatory and professional requirements, mandatory learning, service delivery procedures and our behaviour framework.

Learning support and assessment will be proportionate to the role and may include role -specific induction and learning, supervision, observation or review of work, technical or professional development, coaching, mentoring, knowledge sharing, continuing professional development and refresher learning.

 

3.3 Code of Conduct and behaviour framework

3.3.1 We have adopted the National Housing Federation (NHF) Code of Conduct, which sets out the standards of conduct expected from those involved in the work and decision -making of our organisation.

3.3.2 Our behaviour framework supports the Code of Conduct by translating these standards into clear observable workplace behaviours aligned to our values and customer ethos .

3.3.3 Together, they help colleagues understand both the standards expected and how these should be demonstrated in practice.

3.3.4 We will embed the Code of Conduct and behaviour framework throughout the colleague lifecycle including recruitment, induction, probation, learning and development, performance discussions and the management of conduct concerns.

 

3.4 Recruitment, induction and probation

3.4.1 Our approach to competence and conduct begins before a colleague joins us and continues throughout their employment.

3.4.2 We recruit colleagues based on the skills, knowledge, experience, behaviours and potential they bring, recognising that transferable skills, apt itude and willingness to learn can be as important as previous experience. Recruitment activity will be carried out in accordance with our Recruitment Policy.

3.4.3 All new colleagues will take part in an induction programme designed to help them understand:

► Their role and responsibilities .

► Our value s, customer ethos and culture.

► Our behaviour framework and Code of Conduct .

► Relevant policies, procedures and regulatory requirements .

► The standards expected when working with customers, colleagues and stakeholders.

► The learning, support and development opportunities available to them.

3.4.4 Induction will be tailored where appropriate to reflect the requirements of the role, including any mandatory, technical, professional, regulatory or service - specific learning.

3.4.5 We use probation to help colleagues build confidence and capability in their role, while ensuring they receive the support needed to succeed.

3.4.6 During probation, managers and colleagues will regularly discuss:

► Progress against role requirements.

► The application of skills and knowledge in practice.

► Learning and development needs.

► Performance and conduct expectations.

► Any support required to help the colleague succeed in their role.

3.4.7 Confirmation in post will normally be subject to the successful completion of probation in accordance with the Probation Policy.

 

3.5 Learning and development

3.5.1 We are committed to creating a culture of continuous learning and development.

3.5.2 Learning and development helps colleagues build skills, knowledge, experience and behaviours needed to perform their role effectively, adapt to changing requirements and continue to grow throughout their career.

3.5.3 Learning and development opportunities may include:

► Mandatory compliance training .

► Role -specific or technical learning .

► Skills or knowledge -based workshops .

► Professional qualifications .

► Continuing professional development .

► Apprenticeships .

► Coaching and mentoring .

► Leadership and management development .

► Knowledge sharing and collaboration .

► Formal and informal learning opportunities .

3.5.4 Learning and development priorities will be informed by :

► The requirements of individual roles .

► Individual learning and development needs .

► Learning needs an alysis .

► Regular check -ins and performance discussions .

► Feedback from customers and colleagues .

► Service priorities and workforce capability gaps .

► Regulatory, legislative and professional requirements .

► Organisational priorities and future workforce need .

► Changes to policies, procedures, systems or service delivery .

► Learning arising from complaints, incidents, service reviews and quality assurance .

3.5.5 Colleagues are encouraged to take an active role in their own development , keep relevant knowledge and skills up to date, reflect on their future aspirations and identify opportunities to build their skills, knowledge and experience.

3.5.6 Managers will consider whether colleagues are maintaining and demonstrating the competence required for their role through quarterly check -ins , ongoing feedback, day -to-day management and relevant service assurance arrangements.

3.5.7 Depending on the role, evidence may include:

► Completion of mandatory and role -specific learning .

► Application of learning in day -to-day work .

► Achievement or maintenance of relevant qualifications or professional requirements .

► Observation, supervision, quality assurance or review of work .

► Progress against agreed goals and development actions .

► Customer, colleague or stakeholder feedback where relevant .

► Reflective learning or continuing professional development records 

► Service, compliance or performance information .

3.5.8 Where a development or capability gap is identified, the manager and colleague will agree appropriate learning, support or other action and review whether this has achieved the required improvement.

3.5.9 Learning and development activities will be managed in accordance with the Learning and Development Policy.

 

3.6 Professional qualifications

3.6.1 We recognise the important role professional qualifications play in ensuring colleagues have the knowledge, skills and understanding needed to deliver high - quality services to our customers and meet regulatory requirements.

3.6.2 Certain housing management and leadership roles are subject to qualification requirements under the Competence and Conduct Standard.

3.6.3 Where professional qualifications are required for a role, we will support colleague s to achieve and maintain these within the required timescales. We will:

► Identify roles that fall within the scope of qualification requirements.

► Maintain a register of roles and colleagues subject to qualification requirements and monitor compliance.

► Confirm the qualification requirements and applicable timescales with affected colleagues .

► Support colleagues to achieve relevant qualifications through appropriate learning and development opportunities.

► Consider individual circumstances and provide appropriate support and reasonable adjustments where required .

► Consider qualification requirements as part of workforce planning, succession planning and recruitment activities.

► Keep arrangements under review to ensure continued compliance with regulatory requirements.

3.6.4 Support for professional qualifications will be provided in accordance with the Sponsorship for Professional Qualifications Policy.

3.6.5 Where qualification requirements apply, managers and colleagues will discuss progress and any support required through regular check -ins and performance discussions.

3.6.6 Where a colleague experiences difficulty completing a required qualification, their individual circumstances should be considered, including the support and reasonable adjustments available and any alternative options. Any further action will be considered fairly and in accordance with the relevant people policies.

 

3.7 Performance and development discussions

3.7.1 We are committed to creating an open and supportive culture where colleagues receive regular feedback, understand what’s expected of them and have opportunities to develop and grow.

3.7.2 Performance and development are managed as a continuous process through regular (at least quarterly) check -ins, ongoing feedback and annual goal setting.

This approach supports regular assessment and review of performance throughout the year rather than relying on a separate annual or bi -annual appraisal.

3.7.3 Check -ins are the primary mechanism through which managers and colleagues review :

► Progress against agreed goals and priorities.

► Achievements and contributions.

► Performance, behaviours and conduct.

► The skills, knowledge and experience required for the role .

► Learning and development needs .

► Wellbeing and support requirements .

► Feedback from customers, colleagues and stakeholders, where relevant.

► Future aspirations and development opportunities.

► Progress against previously agreed actions.

► Any support or improvement actions required.

3.7.4 Check -ins are completed and recorded at least quarterly through our online performance management process. Annual goals are also recorded online and reviewed through check -ins during the year.

3.7.5 Performance and development discussions consider both what is achieved and how it’s been achieved, including demonstration of our values, customer ethos, behaviour framework and Code of Conduct.

3.7.6 Each check -in should look back at achievements, progress, learning and performance since the previous discussion and look ahead to forthcoming priorities, goals, development needs and support required.

3.7.7 Managers and colleagues should use check -ins to recognise achievements, discuss development, review progress and address concerns. They should not wait for a scheduled check -in where feedback, support or action is needed sooner.

3.7.8 Managers and colleagues are expected to engage in open and meaningful discussions and keep the online record sufficiently clear to show what has been discussed, any actions agreed and the progress made.

3.7.9 Corporate oversight of online check -ins and annual goals enables B3Living to monitor completion and quality, identify gaps and provide appropriate support or follow -up.

3.7.10 Our approach to performance and development discussions is supported by our check -in process and associated guidance.

 

3.8 Managing performance

3.8.1 We are committed to helping colleagues succeed in their role and to addressing performance concerns promptly, fairly and consistently.

3.8.2 Where performance falls below the expected standard, managers should seek to understand the reasons and work with colleagues to identify appropriate support and development opportunities.

3.8.3 Support may include:

► Clarifying role requirements, expectations and priorities.

► Additional feedback, coaching or supervision.

► Learning and development activities.

► Further opportunities to demonstrate the required skills, knowledge or behaviours.

► Adjustments to ways of working, workload or support arrangements where appropriate.

► Agreeing actions and review periods to address identified gaps in performance.

3.8.4 Managers and colleagues are encouraged to address concerns early through regular conversations and feedback, rather than waiting for formal review points.

3.8.5 Actions, expectations and review arrangements should be clear and proportionate, with appropriate records maintained so that progress and the effectiveness of support can be reviewed.

3.8.6 Where performance concerns continue despite appropriate support, they will be managed in accordance with the Performance Improvement Policy.

 

3.9 Conduct and disciplinary matters

3.9.1 While performance management focuses on supporting colleagues to meet the requirements of their role, concerns relating to conduct focus on how colleagues behave and uphold standards set out in our values, customer ethos, behaviour framework and Code of Conduct.

3.9.2 Where appropriate , concerns may be discussed through regular feedback and performance conversations to support improvement. Where concerns relate to misconduct or a breach of the Code of Conduct, they will be managed in accordance with the Disciplinary Policy.

 

3.10 Service providers and contractors

3.10.1 Customers may receive landlord services from contractors and other service providers acting on our behalf. We will take appropriate and proportionate steps to obtain assurance that relevant staff delivering these services have the skills, knowledge and experience, and demonstrate the behaviours needed to provide safe, high -quality and customer -focused services.

3.10.2 The nature and level of assurance required will reflect the service being delivered, the level of risk, the extent of customer contact and any applicable regulatory, qualification or professional requirements.

3.10.3 Our arrangements may include :

► Identifying which contractors and service providers fall within the scope of this policy and the level of assurance required .

► Identifying the relevant roles within those organisations to which competence, conduct or qualification requirements apply.

► Defining competence, conduct, qualification and training requirements through procurement and contract arrangements.

► Obtaining assurance that relevant staff have the appropriate skills, knowledge, experience and qualifications before delivering services on our behalf.

► Requiring providers to identify relevant staff and managers who are subject to statutory qualification requirements.

► Verifying compliance with any qualification requirements that apply to services delivered on our behalf.

► Communicating B3Living’s Code of Conduct, behaviour and customer - service expectations.

► Requiring providers to notify B3Living of material non -compliance with applicable competence or qualification requirements.

► Monitoring service delivery , competence and conduct through contract - management arrangements, performance information, quality assurance, audits or other proportionate checks .

► Considering customer feedback, complaints , compliments , safeguarding concerns and other information about conduct or service quality .

► Requiring providers to take appropriate action where gaps or concerns are identified.

► Using contractual escalation or other remedies where serious or continuing concerns are not satisfactorily addressed.

3.10.4 Relevant contract owners are re sponsible for ensuring that applicable requirements are reflected in procurement and contract -management arrangements and that appropriate records of assurance and follow up action are maintained.

3.10.5 Where appropriate, we will work with service providers to support improvements and address identified gaps in competence, conduct or service delivery.

3.10.6 These arrangements will operate alongside the Contract Management Policy and relevant procurement and contract -management procedures.

 

3.11 Continuous improvement

3.11.1 We are committed to creating a culture of learning, reflection and continuous improvement.

3.11.2 We will use feedback, insight and learning to improve how we develop colleagues and deliver services to our customers.

3.11.3 We encourage colleagues to share learning, reflect on experience and identify opportunities to improve how we work and the services we provide.

3.11.4 Learning from customer feedback, complaints, incidents, performance information, quality assurance and service reviews will be considered when identifying workforce development needs and improvements to service -provider arrangements.

3.11.5 We will keep this policy, our Code of Conduct , behaviour framework and related policies under review to ensure they remain up to date, effective , relevant and fit for purpose .

4. Equality, diversity and inclusion

We are committed to creating an inclusive workplace where everyone feels respected, valued and able to contribute.

When applying this policy, we will consider individual circumstances and needs and provide appropriate support and reasonable adjustments where required.

We will seek to ensure that opportunities for learning , development, qualifications and career progression are accessible and inclusive.

We will also support colleagues to develop the knowledge, skills and behaviours needed to understand and respond to the diverse needs, experiences and vulnerabilities of our customers.

An Equity Impact Assessment has been completed and has not identified any negative impact on protected groups. A stage 2 assessment is not therefore required.

5. Data protection and information security

We process personal data collected through recruitment, induction, learning and development, professional qualifications, performance management and conduct processes in accordance with our Data Protection Policy and Data Retention Plan.

Information is held securely and accessed by and disclosed to individuals only for the purposes of managing the employment relationship , monitoring compliance, providing organisational assurance or meeting legal and regulatory requirements.

Colleagues are expected to handle personal and organisational information in line with our Code of Conduct and information security requirements.

Any actual or suspected inappropriate access, use or disclosure of personal information must be reported immediately in accordance with our Data Protection Policy and Information Security Policy, as this may constitute a data protection or information security breach.

A breach of data protection or information security requirements may also be considered a disciplinary matter and will be managed in accordance with our Disciplinary Policy.

6. Customer voice

We recognise the importance of customer influence in shaping our expectations of competence, conduct and the behaviours needed to deliver excellent services.

In developing this policy and reviewing the Code of Conduct, we sought input from customers though customer roundtable discussions, customer surveys and input from the Customer Advisory Panel.

Customer feedback has helped shape our expectations of conduct, competence and customer service. Customers emphasised the importance of respectful behaviour, listening and understanding individual circumstances, clear communication, reliability, accountability, empathy, and inclusive support. These themes have informed our review of the Code of Conduct and the development of this policy.

We will continue to provide customers with meaningful opportunities to influence and scrutinise future reviews of this policy and the Code of Conduct.

7. Compliance

Regulator of Social Housing Competence and Conduct Standard – which requires housing providers to have arrangements in place to ensure relevant colleagues have the skills, knowledge, experience and behaviours needed to deliver high-quality landlord services. It also requires providers to take appropriate steps in relation to relevant service-provider staff, adopt or develop and embed a Code of Conduct and have a written workforce policy covering learning and development, appraisal and performance management.

Government Policy Statement on Qualifications Requirements for Social Housing – which establishes qualification requirements for certain housing management and leadership roles and supports the professionalisation of the sector.

Regulator of Social Housing Consumer Standards – which set expectations for the quality of services provided to customers and the way housing providers engage with and treat customers.

National Housing Federation Code of Conduct – which sets out the standards of behaviour expected of those involved in the work and decision-making of housing associations.

Housing Ombudsman Complaint Handling Code – which promotes a positive complaint handling culture and places importance on learning, accountability and service improvement.

Equality Act 2010 – which protects people from discrimination, harassment and victimisation and supports our commitment to an inclusive workplace.

Data Protection Act 2018 and UK General Data Protection Regulation (UK GDPR) – which govern how personal information is collected, used, stored and shared.

Relevant employment legislation – which provides the framework for fair and lawful employment practices.

8. Health and safety considerations

Maintaining the skills, knowledge, experience and behaviours required for each role helps us to provide safe services and meet our health and safety responsibilities. Learning and development activities will take account of mandatory health and safety training requirements and any role-specific health and safety responsibilities.

Where contractors and service providers carry out safety-related work on our behalf, applicable competence, training and qualification requirements will form part of the assurance and contract-management arrangements.

9. Linked policies, procedures and guidance

NHF Code of Conduct
Behaviour Framework (Ways of Working)
Recruitment Policy
Probation Policy
Learning and Development Policy
Sponsorship Policy
Performance Improvement Policy
Check-in guidance for managers
Disciplinary Policy
Equity, Diversity and Inclusion Policy
Wellbeing Policy
Data Protection Policy
Information Security Policy
Data Retention Plan
Health and Safety Policy
Contract Management Policy
Procurement and contract-management procedures

10. Resposibilities

Colleagues are responsible for:

► Developing, maintaining and demonstrating the skills, knowledge, experience and behaviours required for their role.
►Completing mandatory and role-specific learning.
►Participating in learning and development activities, check-ins and other performance discussions.
►Keeping their goals and check-in information up to date through the online process.
►Applying learning in their day-to-day work.
►Raising learning, support or development needs with their manager.
►Acting in accordance with the behaviour framework and Code of Conduct.

Managers are responsible for:

► Ensuring colleagues understand the skills, knowledge, experience and behaviours required for their role.
► Tailoring induction, learning, support and assessment to role requirements where appropriate.
► Supporting the development and wellbeing of colleagues.
► Providing regular and timely feedback.
► Holding meaningful quarterly check-ins and other performance and development discussions.
► Ensuring check-ins, annual goals and agreed actions are recorded through the online process.
► Reviewing progress against goals and development actions throughout the year.
► Identifying and addressing development, capability, performance and conduct concerns appropriately and at the earliest opportunity.
► Agreeing and reviewing appropriate support and improvement plans.
► Maintaining clear and appropriate records of performance and development discussions.

Contract Owners are responsible for:

►Identifying contractors and service providers within the scope of these arrangements.
►Identifying the relevant roles and staff to which competence, conduct or qualification requirements apply.
► Defining relevant competence, conduct, training and qualification requirements through procurement and contract arrangements.
► Obtaining and maintaining appropriate assurance about relevant service-provider staff.
► Monitoring compliance, service quality and customer feedback through proportionate contract-management arrangements.
► Ensuring identified concerns are investigated, addressed and escalated where necessary.
► Maintaining appropriate evidence of assurance, monitoring and follow-up action.

Human Resources are responsible for:

► Providing advice and guidance on the application of this and associated policies.
► Supporting learning and development, professional qualifications and performance management processes.
► Supporting the organisation to identify and monitor workforce capability and development needs.
► Monitoring compliance with this policy and relevant regulatory requirements.
► Providing advice on competence, conduct and qualification requirements where these relate to employment or workforce matters.
► Monitoring the completion and quality of check-ins and annual goals.
► Using information from the online process to identify themes, gaps and areas requiring support or improvement.
► Coordinating relevant organisational assurance and reporting.
Procurement is responsible for:
► Supporting contract owners to reflect relevant competence, conduct, training and qualification requirements in procurement and contract arrangements.
► Providing advice on proportionate assurance and appropriate contractual provisions.
► Supporting contract owners to address material non-compliance through the appropriate contractual arrangements.
Executive and Leadership Teams are responsible for:
► Promoting a culture of learning, accountability and continuous improvement.
► Ensuring appropriate oversight of workforce capability, conduct and development.
► Supporting compliance with regulatory and professional requirements.
► Reviewing relevant organisational risks, assurance information and improvement actions.

11. Performance monitoring

HR will coordinate organisational monitoring of this policy, drawing on information from the online performance management process, managers, service areas, Procurement and contract owners.

Monitoring will be proportionate and may include:

► Completion and quality of quarterly check-ins.
► Completion and quality of annual goals.
► Progress against goals and development actions.
► Completion of mandatory and role-specific learning.
► Identified learning needs and workforce capability gaps.
► Progress against applicable professional qualification requirements.
► Themes arising from performance-improvement and conduct processes.
► Customer feedback and complaints relating to colleague or contractor competence, behaviour or service quality.
► Service-provider compliance and remedial actions.
► Evidence that the Code of Conduct and behaviour framework are being applied through relevant people and service processes.

Corporate oversight of check-ins and annual goals will be used to provide assurance that performance and development discussions are taking place regularly and meaningfully. This may include reviewing whether:

►Performance, achievements and progress have been discussed.
►Goals and priorities are clear and kept under review.
►Learning and development needs have been identified.
►Feedback has been given.
►Support or performance-improvement actions have been recorded and followed through.
►Check-in records are sufficiently clear and meaningful.

Relevant themes, risks and actions will be reported through the appropriate governance arrangements and used to inform learning priorities, workforce planning, service improvement and future reviews of this policy.

The policy will be reviewed at least every three years and sooner where there is:

►A significant legislative, regulatory or organisational change.
►Evidence that the policy or associated arrangements are not operating effectively.
►A significant workforce capability, conduct or compliance risk.
►Customer feedback or service-performance information indicating that a review is needed.