Creating a thriving living environment for tenants is a fundamental priority for social housing associations. The 2024 National Tenant Survey from the Regulator of Social Housing outlines that while technical service delivery such as repairs and maintenance is critical, the way these services are provided significantly shapes tenant perceptions. So, how much do interpersonal skills truly impact tenant satisfaction? Can a shift in communication and engagement genuinely improve Tenant Satisfaction Measures (TSMs), or are other factors at play?  
 

Balancing technical and human elements

Tenant feedback consistently points to a dual expectation: the need for efficient service delivery and the importance of how interactions unfold. Repairs, for example, are a recurring theme in tenant dissatisfaction, but findings from the survey suggest that delays or limitations are often perceived as more tolerable when communication is clear and empathetic. As this is the case, frontline service teams play a pivotal role, bridging the gap between logistical constraints and positive tenant experiences.

To evaluate this, it’s useful to consider how tenant perception scores align with different approaches to service interactions. Do organisations that prioritise people skills see marked improvements in scores across categories like trust, complaints handling and overall satisfaction? Or are external factors, such as funding constraints or broader policy challenges, the true determinants of perception? 

Evaluating the impact of communication and empathy

If we accept that effective communication influences tenant satisfaction, then what defines ‘effective’ in a social housing context? The survey indicates that tenants respond positively when service team members provide solutions rather than citing limitations, even when their initial request cannot be fulfilled. This raises the question: is it possible that frustration with repairs and maintenance stems not only from delays but from the way outcomes are communicated?

A tenant-centric model would suggest that interactions framed around solutions -starting with what is possible before explaining restrictions – could shift perceptions. Similarly, expressing empathy in a way that acknowledges a tenant’s situation while offering clear, actionable next steps may diffuse tension and build confidence. The evaluation, then, becomes one of impact: does training in these skills lead to measurable improvements in tenant feedback?

Building strong tenant relationships

Beyond immediate service interactions, the broader relationship between tenants and landlords shapes overall satisfaction. Transparency is a key theme in tenant feedback, with respondents indicating higher trust levels when they feel well-informed about changes, policies or decisions affecting them. A natural extension of this is personalisation – tenants who feel recognised as individuals, rather than as account numbers, report greater overall satisfaction.

Engaging tenants in decision-making through feedback platforms or customer committees may enhance a sense of community ownership. The quality of interaction – how tenants feel their input is valued – could be a more significant determinant of satisfaction than the presence of engagement mechanisms alone. This suggests that the skill with which feedback is handled, more than merely the act of gathering it, matters in shaping perceptions.

Effective complaints handling: Addressing the weak spot in satisfaction scores

One of the most telling findings in the 2024 survey is the consistently low satisfaction with complaints handling. This raises an important question: are housing associations struggling with the processes themselves, or with the way these interactions are managed?

While structural improvements to response times and resolution tracking are necessary, the way complaints are acknowledged and communicated appears to be a determining factor in tenant satisfaction. Immediate acknowledgment, clear timelines and follow-ups to confirm satisfaction contribute to improving this metric. This suggests that the effectiveness of complaints handling is a procedural issue and a people issue.

Investing in people development: A strategic choice?

If frontline service teams hold the key to shaping tenant perceptions, then investing in their development would yield tangible benefits. With the framework for measuring Tenant Satisfaction now firmly in place it is possible to get a good indication of the return on investment for training in communication, empathy and problem-solving by tracking the shifts in tenant perception scores in areas directly tied to human interaction, such as trust and fairness. Another important measure of impact of any training is to assess staff confidence and morale – does enhanced training translate into better job satisfaction, and in turn, improved service delivery?

Moreover, a workplace culture that values staff contributions and provides continuous development opportunities is likely to foster a more engaged workforce. If engaged employees deliver better service, and better service enhances tenant satisfaction, then the argument for people investment becomes increasingly compelling. 

A tenant-centric culture: The underpinning of satisfaction?

Leadership commitment to a tenant-first culture is a key differentiator in long-term perception shifts. Empowering frontline team members to take initiative in tenant interactions, rather than defaulting to rigid policy explanations, will enable faster, more empathetic problem-solving. Moreover, embedding a culture of responsiveness, where positive tenant experiences are actively recognised and shared internally, can reinforce a service-first mindset.

The interplay between organisational culture, staff engagement and tenant satisfaction is interesting. Technical service delivery remains essential, and the way these services are provided – through clear communication, empathetic interactions, and solution-oriented approaches – plays a decisive role in shaping perceptions. People skills do indeed make a measurable difference; therefore, a strategic focus on developing these capabilities is one of the most effective ways to enhance tenant satisfaction.

The 2024 National Tenant Survey provides strong evidence that tenant satisfaction in social housing extends beyond the physical upkeep of properties. While efficient repairs and maintenance remain crucial, it is the quality of human interactions that often determines whether tenants feel valued and respected. Investment in communication, empathy and proactive engagement can demonstrably shift tenant perceptions, so people skills are not just an add-on – they are integral to the success of housing associations. These skills matter, and how effectively they can be embedded within frontline service teams to create lasting impact becomes the important leadership priority.

Contact MGI Learning to discover how our Mindset, Language & Actions Toolkit can equip your team to deliver positive, solution-focused service to all your tenant customers.   

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