Meeting the needs of
the individual and
the organisation

Therefore Housing 21 faced two clear challenges, introducing technology to an older, often resistant workforce and attracting a younger, more diverse talent pool, to future proof the organisation.

Future proofing a workforce and empowering employees

Not for profit housing association Housing 21 is a leading provider of Retirement Living and Extra Care for older people. Housing 21 has around 24,000 properties across more than 600 schemes, in 215 local authority areas across England.

The organisation originated when the Royal British Legion began housing disabled ex-servicemen and widows (and later older ex-servicemen and women) in 1921. In 1964, the organisation was recognised as a housing association, which separated from the Royal British Legion in 1993, taking on the name Housing 21.

The rich history of this organisation demonstrates the traditional nature of the business, with two thirds of the 4300-workforce comprising of ancillary roles such as carers, cleaners and caterers.

“We’ve always had some Zellis technology in play, but not using it to its full capacity. But we had lots of workarounds so that those that don't want to use technology didn’t have to. This created a remote and disconnected workforce. So, a high priority for us in the last 12 months has been connecting a workforce to technology for almost the first time.”

Ian Hodson, Director of People and Culture, Housing 21

With employees that are 89% female and an average age of 49, 8% of the workforce are also working beyond 65. And with an older workforce, 55% of Housing 21 sickness absence is attributed to long term cases which made it important for managers and central teams to be able to offer early intervention through data monitoring and awareness.

“We need to be able to attract the next generation of employees. And younger people won’t come and work for us if we're not offering a positive, flexible environment rather than processing via paper, and not offering the ability to connect to their wider colleagues and feel rewarded.”

Ian Hodson, Director of People and Culture, Housing 21