How we… are using apprenticeships to tackle the housing skills gap

What was the problem?

There is a deficit in skills within housing. This is caused by a lack of training capacity from the foundation up, but has been compounded by underinvestment in key areas, such as surveying, the rise in popularity of remote working, and a preference from employers to retain staff rather than hire new recruits. 

Meanwhile, recent and continuing changes to social housing legislation have led organisations to shift their focus away from recruitment and towards different ways of working to meet new, moving targets; this widens the skills gap, creating a knock-on effect for housing customers. 

Building a future for young people has never been more important, and we acknowledge our vital role in filling the skills gap that is notably affecting the affordable housing sector. 

This is why we are taking proactive steps to find solutions to build a more skilled and resilient housing workforce. 

What was your solution?

Last year we recruited four business administration apprentices, through an initiative made possible by a partnership with the local Burton and South Derbyshire College, with an aim to help them develop transferable skills to shape their future careers.

The recruitment process, which involved a range of Trent & Dove teams, included interviews to evaluate how candidates would cope and how they could be supported in a work-based environment, and an assessment day where managers got involved. 

As part of this assessment day, candidates were split into two groups and asked to design a home for people of differing abilities to demonstrate knowledge of the housing industry and how it adapts to the needs of its customers. 

Our latest cohort of apprentices have joined four different teams – the development team, the communications team, the lettings team, and the IT and digital transformation team – but will move around the organisation throughout their apprenticeships, working in multiple different teams to develop transferable skills.

The setup is hybrid – for example, our 19-year-old IT apprentice, Isaac Nadin, spends four days a week with us on the IT support desk and one day a week working towards an online ICT qualification with apprenticeship and training provider Babington.

As well as building his knowledge of computer security, Mr Nadin has built wider skills within the workplace, working with our customer services team and undertaking health and safety training. He says his time with Trent & Dove has “made me realise what I wanted to do” and “given me direction”.

Our communications apprentice, Freya Harvey, herself a social housing customer, has supported the communications team with its social media strategy, developed skills in marketing and content-writing, and – crucially – found direction in her career. 

And Joseph Grummett, who has started in our lettings team, is developing skills including administration (through documenting housing applicants), and minute-taking in a corporate setting.

All our apprentices are working towards a Business Administration Level 3 diploma in partnership with Burton & South Derbyshire College, which involves one day per month at college and visits to Trent & Dove from their college facilitator. 

The latest apprenticeships form part of an ongoing process for Trent & Dove; we have previously partnered with Burton and South Derbyshire College to provide apprentices courses in customer services, business administration, plumbing and joinery. 

What was the outcome?

For individuals, apprenticeships are an ideal way to develop a range of skills, while learning on the job and gaining financial stability, giving them a competitive edge over other applicants. 

Our apprentices learn skills that can be used anywhere, from problem-solving and planning to building confidence with IT systems, communication and teamwork. Most importantly, they learn by doing, with the support of colleagues who want to see them succeed. 

Apprenticeships also seek to welcome individuals into the world of housing who may not otherwise have a clear direction.

For us, it’s about growing our own talent and giving people the chance to shine.  

By the end of their journey, they’ll be ready to take on future opportunities, whether stepping into permanent roles, supporting teams or carving out a new role altogether.

These initiatives help recruits to build vital partnerships and strong skills that will serve future workforces – ultimately securing the future of the housing sector and its ability to ensure the best service for its customers. 

What were the challenges?

We had the ‘good fortune’ of finding too many excellent candidates. Each contender showed an aptitude to acquire new knowledge, an eye for detail and a wish to support their colleagues. 

We initially planned to hire just one from our most recent cohort. However, we were left feeling impressed by the calibre of candidates and found it vital to act on this willingness and channel their skills for the good of the company. 

Luckily, knowing the great impact making these investments will have on our future, we found the capacity to build more placements and the money to hire all four. 

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