Workforce Policy

1. POLICY PURPOSE

One Manchester wants customers to receive safe, respectful and good-quality services every time they deal with us. That depends on our people having the right skills, knowledge, experience and behaviours for their roles. 

This policy explains how One Manchester will identify the competence needed for different roles, recruit and develop people, review performance, address gaps and gain assurance about services delivered on our behalf. 

It supports the Regulator of Social Housing’s Competence and Conduct Standard, which takes effect on 1 October 2026. It should be read alongside our Code of Conduct, which sets out how we expect people to behave.

2. WHAT THIS POLICY AIMS TO ACHIEVE

• Customers receive services from people who are capable, respectful and properly supported. 
• Each role has clear and proportionate competence requirements. 
• Colleagues know what is expected of them and receive fair opportunities to learn and develop. 
• Managers regularly review competence and act promptly when support or improvement is needed. 
• People recognise the limits of their knowledge and ask for help before avoidable harm occurs. 
• One Manchester can show, with reliable evidence, that its approach is working. 
• Contractors and other service providers working on our behalf meet appropriate standards. 
• Customers have meaningful opportunities to shape and scrutinise this policy. 

3. WHO THE POLICY APPLIES TO

The regulatory requirements apply to colleagues involved in providing landlord services. In this policy, we call them ‘relevant colleagues’. Landlord services include services connected with managing social housing, such as housing management, repairs, building safety, neighbourhood services, tenancy services, customer contact, complaints and related leadership or oversight. 

One Manchester will apply the main principles of this policy across the organisation because many roles can affect customer outcomes, even when they do not deal with customers directly. Some specific regulatory and qualification requirements apply only to defined roles. 

The policy also covers appropriate arrangements for: 

• temporary, fixed-term and agency colleagues; 
• apprentices and trainees; 
• consultants where they carry out relevant work; 
• contractors, sub-contractors and other organisations delivering landlord services on our behalf; and 
• senior housing managers and senior housing executives who fall within the government qualification requirements. 

4. KEY TERMS

5. OUR POLICY COMMITMENTS

One Manchester will: 

• identify the competence needed for each relevant role and keep requirements under review; 
• use clear job descriptions, role profiles and assessment methods; 
• provide suitable induction, supervision, learning and development; 
• make reasonable adjustments so people can take part fairly in learning and assessment; 
• review competence and performance regularly, not only when something goes wrong; 
• use customer feedback, complaints, incidents, audit and service data as evidence of learning needs; 
• separate genuine learning or capability needs from deliberate misconduct; 
• act fairly, promptly and proportionately when concerns arise; 
• keep reliable records and report meaningful information to leaders and the Board; 
• involve customers in developing and reviewing this policy; and 
• hold service providers to appropriate competence and conduct standards. 

6. HOW WE DECIDE WHAT COMPETENCE EACH ROLE NEEDS

Competence requirements will be tailored to the role. We will not use a single checklist for every job. The level of assessment and assurance will reflect the effect the role can have on customers, safety, legal compliance, money and reputation. 

Role requirements may include: 

• technical or professional knowledge; 
• knowledge of housing law, regulation and One Manchester policies relevant to the role; 
• customer service, communication and listening skills; 
• understanding of vulnerability, equality, safeguarding and diverse needs; 
• ability to identify and manage risk; 
• accurate record keeping and use of data; 
• digital skills and responsible use of technology and artificial intelligence; 
• decision-making, judgement and problem-solving; 
• leadership, supervision and assurance responsibilities; 
• required qualifications, licences, registrations or memberships; and 
• the behaviours set out in the Code of Conduct and HEART values. 

The People Team and service leaders will maintain an agreed way of recording role requirements. Requirements will be reviewed when legislation, regulation, technology, services or risks change. 

7. RECRUITMENT, APPOINTMENT, AND ROLE CHANGES

Before appointing or moving a person into a relevant role, One Manchester will take proportionate steps to check that they can meet the role requirements. 

• Job descriptions and adverts will state essential qualifications, experience, skills and behaviours. 
• Selection methods will test the matters that are genuinely important for the role. 
• Qualifications, registrations, licences and relevant employment information will be checked where needed. 
• Appointment decisions will be recorded and based on evidence. 
• Where a person is appointed with an agreed development need, this will be documented with support, supervision and timescales. 
• A role change or promotion will trigger a review of any new competence requirements. 
• No person will be appointed solely because they have attended training; we will consider whether they can apply learning in practice. 

8. INDUCTION AND PROBATION

Relevant colleagues will receive an induction that is suitable for their role. This will normally cover: 

• One Manchester’s purpose, values and Code of Conduct; 
• customer expectations and insight into the communities we serve; 
• the legal, regulatory and safety duties relevant to the role; 
• how to recognise and respond to vulnerability and diverse needs; 
• how to raise concerns and ask for help; 
• role-specific systems, processes and standards; 
• data protection, information security, records and responsible use of AI; 
• mandatory and role-specific learning; and 
• the supervision and support available. 

Probation will include a real review of competence and conduct. Managers should use evidence such as observation, work quality, customer feedback, case reviews and completion of agreed learning. Passing probation should mean that the person has shown they can perform the role to the required standard, or that a clear and safe development arrangement is in place.

9. LEARNING, DEVELOPMENT, AND KEEPING SKILLS UP TO DATE

Maintaining competence is an ongoing responsibility shared by One Manchester, managers and colleagues. Learning may include formal courses, coaching, shadowing, supervised practice, professional reading, briefings, peer learning, case reviews and reflective learning. 

One Manchester will: 

• provide mandatory and role-specific learning based on risk and need; 
• give people reasonable time, support and access to complete required learning; 
• check whether important learning has been understood and applied; 
• use complaints, incidents, audits, customer feedback and changes in law or regulation to update learning; 
• support continuing professional development where appropriate; 
• review the effectiveness of learning, not just completion rates; and 
• take action where learning is overdue or has not improved practice. 

Relevant colleagues are expected to:

• take an active role in their development; 
• complete required learning within agreed timescales; 
• apply learning in their work; 
• keep evidence of professional development where required; 
• tell their manager when they need further support; and 
• keep required licences, registrations and professional requirements current. 

10. QUALIFICATIONS AND PROFESSIONAL REQUIREMENTS

One Manchester will identify which roles fall within the statutory qualification requirements for senior housing managers and senior housing executives. It will keep a clear record of the decision and review it when roles or responsibilities change. 

• People in scope must hold, or be working towards, an appropriate qualification within the government’s required timescales. 
• One Manchester will confirm whether existing or partially relevant qualifications meet the published requirements. 
• Where top-up learning is needed, this will be agreed and monitored. 
• Study support, protected learning time and reasonable adjustments will be considered fairly. 
• Progress will be reviewed regularly and evidence retained. 
• A person must tell One Manchester if a required qualification, registration or licence expires, is restricted or is subject to investigation. 
• Persistent refusal or failure to engage with a mandatory qualification will be managed under the appropriate People policies, after individual circumstances and support needs have been considered. 
• Qualification requirements do not replace the need to demonstrate competence in practice. 

11. PDRs, SUPERVISION, AND REGULAR REVIEW

All colleagues have regular opportunities to discuss performance, competence, conduct, workload, wellbeing and development through regular one-to-ones and annual PDRs. 

During these meetings managers and colleagues will consider: 

• quality and timeliness of work; 
• customer feedback and complaints; 
• service outcomes and performance information; 
• observation, case review or technical checks; 
• compliance with policies and safe working practices; 
• learning completed and how it has been applied; 
• behaviours and contribution to team culture; 
• audit, assurance or incident findings; changes to the role or operating environment; and 
• the person’s own reflection on strengths, limits and development needs. 

An individual learning plan should be agreed where development is needed. It should be proportionate, clear about the expected outcome, identify support and include a review date. 

12. WORKING WITHIN THE LIMITS OF COMPETENCE

People are not expected to know everything. They are expected to recognise when a matter is outside their knowledge, experience, authority or role. 

Relevant colleagues must: 

• ask for advice, supervision or specialist support when needed; 
• not present themselves as qualified or authorised when they are not; 
• pause or escalate work where continuing could create an unacceptable risk; 
• follow agreed limits on duties while learning or under supervision; 
• be open about mistakes, uncertainty and gaps in knowledge; and 
• not pressure another person to work beyond their competence or authority. 

Raising a genuine concern about competence or asking for help will be treated as responsible professional behaviour. 

13. MANAGERS' RESPONSIBILITIES

Managers have an important role in turning this policy into everyday practice. They must: 

• understand the competence requirements for roles they manage; 
• set clear expectations and provide suitable induction and supervision; 
• allocate work only to people who are competent or appropriately supported; 
• hold regular and honest performance and development conversations; 
• use evidence rather than assumptions when assessing competence; 
• recognise good performance and address gaps promptly; 
• create an environment where people can ask questions, admit mistakes and raise concerns; 
• consider whether systems, workload, unclear instructions or lack of resources have contributed to a concern; 
• seek People, legal, safety or technical advice when needed; 
• record significant decisions and agreed actions; 
• check that learning and improvement actions have worked; and 
• escalate serious or repeated concerns. 
   

Managers remain responsible for appropriate oversight when work is delegated. Delegation does not remove accountability for providing clear direction and reasonable supervision.

14. CUSTOMER FOCUS, FAIRNESS, AND SAFETY

Good competence and conduct must be visible in the experience and outcomes of customers. One Manchester expects relevant colleagues to listen, communicate clearly, treat people fairly and act on concerns. 

• Customer safety and wellbeing must be considered in decisions and service delivery. 
• Reports about unsafe homes, poor service or possible harm must be taken seriously and escalated through the correct route. 
• Relevant colleagues must consider individual circumstances, including disability, communication needs, vulnerability and protected characteristics. 
• Services and decisions should avoid stigma, unfair assumptions and blanket approaches. 
• Customers should receive clear information about what will happen, who is responsible and when they can expect an update. 
• Learning from complaints and customer feedback must be used to improve individual and organisational practice.

15. CONDUCT, PROFESSIONAL JUDGMENT, AND SPEAKING UP

The Code of Conduct sets the detailed behavioural standards. This policy also requires relevant colleagues to use sound professional judgement and to speak up when something may be wrong. 

• Decisions should be evidence-based, proportionate, fair and within the person’s authority. 
• Significant decisions should be recorded clearly enough for another person to understand the basis for them. 
• People should consider legal and regulatory duties, customer needs, safety, equality, risk and available evidence. 
• Pressure from targets, cost, hierarchy or other people must not lead to unsafe, dishonest or unfair action. 
• Relevant colleagues must raise concerns about safety, legality, service quality, data, discrimination, wrongdoing or serious professional failings. 
• Concerns raised in good faith will be treated seriously and without victimisation. 
• People must cooperate honestly with audits, investigations, reviews and regulatory enquiries. 

16. WHEN COMPETENCE OR PERFORMANCE CONCERNS ARISE

One Manchester will respond to concerns fairly and proportionately. The aim is to protect customers, support improvement and address the real cause of the issue. 

The manager should first consider: 

• what standard was required and whether it was clear; 
• what happened and what reliable evidence is available; 
• the actual or possible effect on customers, safety, colleagues or the organisation; 
• whether the issue is an isolated mistake, a learning need, a capability concern, misconduct or a wider system problem; 
• whether workload, health, disability, training, supervision, systems or resources contributed; 
• what immediate controls are needed to keep people safe; and 
• what support or formal action is reasonable. 

Possible responses include: 

• clarification, feedback or informal guidance; 
• coaching, retraining or supervised practice; 
• additional checking or temporary limits on duties; 
• an individual learning or improvement plan; 
• formal capability action; 
• disciplinary action where the concern is about conduct or a deliberate failure; 
• referral to a professional or regulatory body where required; and 
• service, process or organisational improvement where the cause is wider than the individual. 

Serious safety concerns may require immediate action before the full facts are established. Any temporary action will be kept under review and will not be treated as a finding of fault. 

Where a person persistently does not meet an essential requirement despite appropriate support and reasonable opportunity to improve, One Manchester may take further formal action under its People policies. 

17. SERVICE PROVIDERS, CONTRACTORS, AND SUB-CONTRACTORS

One Manchester remains accountable for regulatory outcomes when landlord services are delivered on its behalf. We will take proportionate steps to make sure relevant service-provider colleagues have the skills, knowledge, experience and behaviours needed. 

Our approach may include: 

• clear competence, conduct, qualification and training requirements in procurement documents and contracts; 
• checks before appointment, including relevant accreditations, licences, qualifications and experience; 
• requirements for providers to identify relevant colleagues and managers; 
• appropriate induction into One Manchester standards and customer expectations; 
• access to or evidence of role-specific and mandatory learning; 
• regular performance, quality and compliance monitoring; 
• customer feedback, complaints, audits, site checks and sample reviews; 
• requirements to report competence, conduct, safety or qualification concerns; 
• corrective action plans and follow-up checks; 
• rights to require removal or replacement of unsuitable colleagues where justified; and 
• contract escalation, suspension or termination for serious or persistent failure. 

The depth of assurance will reflect the nature of the service and risk to customers. Contract managers must not rely only on a provider’s general assurance where evidence of delivery is needed.

18. CUSTOMER INFLUENCE AND SCRUTINY

Customers must have meaningful opportunities to influence and scrutinise the development and review of this policy. Meaningful involvement means engaging early enough for views to affect the outcome, using accessible methods and explaining what changed as a result. 

One Manchester will: 

• involve a diverse group of customers when developing or materially reviewing the policy; 
• provide clear, plain-English information about what the policy is intended to achieve; 
• offer different ways to take part, including reasonable support and accessible formats; 
• consider feedback from complaints, scrutiny, engagement and service reviews; 
• record the main themes raised and the organisation’s response; 
• tell customers how their views influenced the final policy; and 
• make the approved policy and Code of Conduct accessible to customers. 

19. RECORDS, EVIDENCE, AND DATA

One Manchester must be able to show that this policy is working. Records must be accurate, proportionate, secure and kept in line with retention and data-protection requirements. 

Evidence may include: 

• role and competence requirements; 
• decisions about which colleagues and roles are in scope; 
• recruitment and qualification checks; 
• induction and probation records; 
• learning, CPD and assessment records; 
• PDRs, supervision notes and individual learning plans; 
• professional registrations and licences; 
• competence or capability improvement plans; 
• service-provider due diligence and monitoring; 
• customer involvement and scrutiny evidence; 
• themes from complaints, incidents, audit and assurance; and 
• reports to leadership, committees and the Board. 

Only information that is relevant and necessary should be recorded. Sensitive information will be handled confidentially and access will be limited appropriately.

20. GOVERNANCE, ASSURANCE, AND REPORTING

The Board is ultimately responsible for ensuring that One Manchester meets the regulatory outcomes. It will receive proportionate assurance that the organisation has a robust and evidenced approach. 

Assurance should include: 

• confirmation that relevant colleagues and in-scope qualification roles have been identified; 
• progress against qualification requirements and transition timescales; 
• completion and effectiveness of essential learning; 
• themes and risks from competence, capability and conduct concerns; 
• evidence from customer feedback, complaints, safety incidents and service performance; 
• assurance about service providers and contractors; 
• equality and access issues; 
• customer influence and scrutiny activity; 
• significant gaps, overdue actions and improvement plans; and 
• confirmation that the policy and Code remain current and fit for purpose. 

Serious or material concerns will be escalated through One Manchester’s governance, risk and regulatory reporting arrangements, including self-referral where appropriate. 

21. EQUALITY, INCLUSION, AND REASONABLE ADJUSTMENTS

One Manchester will apply this policy fairly. Competence standards must reflect the genuine needs of the role and must not create unnecessary barriers. 

• Selection, learning and assessment methods will be reviewed for fairness and accessibility. 
• Reasonable adjustments will be considered for disability, neurodiversity and other relevant needs. 
• Part-time working, caring responsibilities and other circumstances will be considered when planning learning and qualification support. 
• Adjustments will support fair access without removing essential safety, legal or role requirements. 
• Decisions will be based on evidence and individual circumstances, not stereotypes or assumptions. 
• Equality information and outcomes will be monitored where appropriate.

22. ROLES AND RESPONSIBILITIES

23. REVIEW, LEARNING, AND CONTINUOUS IMPROVEMENT

This policy will be formally reviewed within 12 months of approval and at least every two years after that. An earlier review will take place where there is a significant change in regulation, law, organisational structure, services or risk. 

The review will consider: 

• customer views and scrutiny findings; 
• whether competence arrangements are improving customer outcomes; 
• complaints, incidents, audit and regulatory learning; 
• equality and accessibility evidence; 
• service-provider performance; 
• feedback from colleagues and managers; 
• qualification compliance and workforce risks; and 
• whether the policy remains clear, practical and proportionate. 

Changes will be communicated clearly. Material changes will be subject to suitable customer influence and governance approval.