Social Housing Board Recruitment: Getting Leadership, Culture and Governance Right

In the social housing sector, we have long argued that we do more than manage ‘bricks and mortar’. We shape communities, drive social impact, and navigate complex regulatory landscapes, with the overall aim of providing services and support to meet the needs of our residents and customers.  

Against this backdrop, social housing board recruitment has become a strategic priority. Building effective, high-performing boards is no longer just about compliance or filling vacancies; it is about securing the leadership, behaviours and culture needed to respond to heightened and rising expectations.  

Why social housing boards are under greater scrutiny 

Over recent years, the social housing sector has been placed firmly under the microscope. The Grenfell Tower tragedy and subsequent inquiries exposed systemic failures in staff competence, oversight and tenant engagement. In response, the government has introduced the most significant professionalisation reforms the housing sector has seen in decades. These reforms, due to come into effect this year, will introduce a mandatory framework for skills behaviours and qualifications across social housing providers, reshaping expectations of leaders and those who support them. 

We must also recognise the impact of Awaab’s Law, which came into effect on 27th October 2025. The legislation arose from the tragic death of two-year-old Awaab Ishaak, who died as a result of damp and mould that remained unaddressed despite repeated reports to his social landlord. Awaab’s Law has reinforced the sector’s accountability for safeguarding residents and responding effectively to health-impacting repairs.  

Alongside this, organisations are working hard to embed the new Consumer Standards and Inspections regime introduced by the Regulator of Social Housing (RSH) in April 2024, as well as the Building Safety Act 2022. These frameworks represent a major shift in how providers are held accountable for the quality of services delivered to tenants. 

All of this sits against a backdrop of sustained pressure on the sector, including: 

• Balancing the need to build new homes with the growing requirement to invest in existing stock 
• The journey toward Net Zero 
• Increased merger activity and the cultural, structural and operational challenges that follow 
• Wider political and economic uncertainty  

Never have leadership teams been under such intense pressure, nor has the need for high-performing, well-equipped boards been so critical.  

The importance of recruiting the right board members 

In this environment, recruiting new board members is not just a procedural necessity, it’s a strategic imperative. Organisations must ensure that their boards are not only diverse and representative but also composed of individuals who embody the leadership behaviours needed to drive cultural change, uphold regulatory standards, and deliver meaningful impact. 

Getting board recruitment right means identifying candidates who bring more than sector experience. It requires a focus on values, behaviours, and competencies that align with the organisation’s mission and the evolving demands of the sector. Leadership behaviours must be front and centre. Empathy, integrity, resilience, and collaboration are no longer optional, they are essential. 

As boards face greater scrutiny, the challenge is to invest not only in the governance structures but in the people who shape them. The question is no longer “Do they have the experience?” but “Do they have the leadership qualities to lead with purpose?”. 

What does good leadership ‘look’ like? 

When considering what good leadership looks like, we need to break it down into what we want board members to do to lead effectively. For example:  

• Thinking strategically: Seeing the bigger picture, balancing commercial viability with social purpose, and weighing risks.  
• Communicating effectively: Engaging with diverse stakeholders, listening actively, and fostering open dialogue.  
• Analysing Information: Having the skills to evaluate complex information and reach logical, unbiased conclusions.  
• Making good decisions: Exercising sound judgment, accountability, and customer focused thinking.  
• Challenging Constructively: Asking tough questions, probing deeply, and maintaining independence.  
• Collaborating: Building positive relationships and encouraging cooperation across teams.

What does good leadership ‘feel’ like? 

Determining the behaviours we wish to see in our leaders is crucial, this is the ‘how’ we want things done. Leadership behaviours should reflect the organisation’s core values, and consistently exercising those values is what creates an aligned, healthy culture.  

Common leadership values include:  

• Empathy and Inclusivity: Prioritising tenant wellbeing and diversity in decision-making.  
• Integrity and Transparency: Upholding trust in governance and service delivery.  
• Collaboration: Working across boards, executive teams, and external stakeholders.  
• Resilience: Maintaining composure and adaptability amid uncertainty.  
• Ambition: for the organisation.  

Recruiting board members: joining the dots between values, culture and competence 

At the start of any recruitment campaign, organisations should reflect on their values, ambitions, culture, board dynamics, and overall performance. Succession planning conversations often focus on the technical skills and experience that need replacing or adding to the board. Shifting the conversation toward the behaviours and competencies required for the future board can significantly strengthen the recruitment strategy. Early clarity around values, behaviours and cultural expectations can influence decisions around how the organisation presents itself to candidates and how it seeks to engage potential applicants. 

Key considerations include: 

• Involving the selection panel at the outset: Ensuring alignment from the beginning informs the whole recruitment campaign, improves the candidate experience and can focus decision-making at the final stage. 
• Designing an inclusive process: Ensuring the process you design reflects your values, culture and is inclusive. 
• Introducing values-based questions at the start of recruitment: This builds a more complete picture of each candidate and makes the process unique and engaging for them. It provides insights into candidates’ motivations and their alignment with your organisation. 
• Building in scenario-based interviews: These uncover authentic leadership potential and behaviours. This approach mitigates bias, promotes diversity, and ensures leaders are equipped for future challenges, not just past achievements. 
• Designing different engagement formats: When creating stakeholder sessions, ensure they each test different competencies and behaviours, provide clear briefings and manage expectations.  
• Managing every candidate touchpoint: Carefully considering every touch point with the candidate and ensure feedback is offered at every stage. By embedding these principles into recruitment strategies, boards and HR leaders can build leadership teams that are not only capable but also values-driven. 

Work with Altair to strengthen your board 

Altair partners with organisations across the housing sector to recruit, develop and retain talent at board level. Our Recruitment team combines deep sector knowledge, with a tailored, values-driven approach to help clients build diverse, high-performing leadership teams.  

For more information about Altair’s board recruitment offer, or to discuss current opportunities, please contact us here.