Can I get some support here?

A job in supported housing has been the launch pad for the careers of many senior housing professionals. Although the challenging work may deter some people, the job typically involves a range of people and management skills.

You can expect to become an expert at crisis management, mediation, conflict resolution, time management and decision making. Add to that the experience of budget control, extensive networking, monitoring and partnership working and you are well equipped with transferable skills to take you onward and upward.

Despite this, it is becoming harder to fill vacant posts. Many associations are reporting difficulties in recruiting and retaining supported housing staff. Turnover among employees at West Yorkshire Housing Association has climbed to 17% in the past year. Ironically, one contributing factor may be the greater burden on employers to meet health and safety legislation, which appears to imply a greater hazard and threat than actually exists.

Overcoming this problem starts with exit interviews. Exit interviews with staff before they leave can give you a chance to act on the issues that made them leave, to prevent further losses.

Think carefully about the candidates you want to attract, where they might be working and how you are going to let them know about your vacancy. Ten of WYHA's last 14 supported housing appointments have come from outside the sector.

Make the recruitment process as simple and obstacle-free as possible. Give shortlisted candidates opportunities to visit your services to meet staff and tenants first and let them see the prepared questions before the interview itself.

If people ask for the recruitment packs and then do not apply, find out why. WYHA discovered that shifting some specification criteria from essential to desirable resulted in a 75% increase in applications received.

If tenants are willing or interested, encourage them to participate in the recruitment process by designing questions, meeting candidates or by being a member of the interview panel.

New staff need comprehensive and planned inductions phased over three months. Follow these up with a checklist that assesses how successful the induction has been and revisit any ground where questions remain. Ensure the induction includes access to and briefings from senior staff.

Supported housing teams are often based in offices away from the administrative centre of the association, so ensure you have a communication strategy to deal with this. Cascade information through on a regular basis and, if possible, install computers that give live access to shared information or intranets.