View publication - Chartered Institute of Housing

PART TWO: LEADING TOMORROW
and day courses; and, membership of CIH for office based staff. To date, over 70
members of staff have taken up membership.
A blended learning approach is used to deliver the various modules, using a
combination of direct teaching in the workplace, supported by distance learning
materials and the on-going support of a tutor. The flexible approach means that
students can work at their own pace and around their personal and professional
commitments. External accreditation means that students have the benefits of a
transferrable qualification.
Conclusion
Few organisations in this sector have a formal strategy for talent management in
the way that they do for asset management, financial management or housing
management (EMA Business Management Consultancy, Talent Management Survey,
May 2009). If we accept that people are our greatest resource and that effective
recruitment, development, engagement and retention of employees is more crucial now
than ever, then we need to think more proactively about talent management.
Key points
• Active talent management is vital for organisations to improve their
business value, achieve their goals and support engaged and satisfied
customers.
• Loss of key skills during an economic downturn can deprive an
organisation of the very skills it needs when the economy improves.
• A key element of being a learning organisation is to develop leaders for
tomorrow and this requires a strategic and targeted approach.
• A review of skills for the future should cover all levels of the organisation,
including Board members, executive, middle managers and front line staff.
• Supporting skills development and empowering customers will enable
them to participate as active citizens and contribute to the sustainability of
their communities.
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