The housing sector must confront misinformation on immigration now

False narratives such as ‘all social housing is going to migrants’ are not fringe opinions. It is a widespread public perception which is remarkably persistent and increasingly aggressive, both in online spaces and in real‑world interactions. When over two‑thirds of housing staff encounter this misinformation, it is clear that this is no longer a background issue. It is a frontline operational risk.

The consequences are most severe for Black staff and those from ethnic minority backgrounds. The scale of discrimination, fear and harassment described in the research is unacceptable in any workplace, let alone in a sector that prides itself on its social purpose.

Staff report abuse from residents, hostility from colleagues and fear simply for going about their daily work. These are not isolated incidents or unfortunate anomalies. They are the predictable outcome for a sector where leadership has consistently underestimated the risks associated with silence.

“This is not simply a comms challenge. It is a leadership test. Boards and executive teams must decide whether they are prepared to stand visibly behind their values even when doing feels challenging”

Too often, the sector has focused on business as usual rather than demonstrating leadership; (internal) statements of solidarity, well-being resources and reassurance have their place – but they are not enough.

When the sector is silent publicly, misinformation is allowed to grow. Silence is not neutral. It leaves staff exposed, undermines trust and sends an implicit message that challenging racism and falsehoods is optional rather than essential.

This is not simply a comms challenge. It is a leadership test. Boards and executive teams must decide whether they are prepared to stand visibly behind their values even when doing feels challenging. 

Avoiding the issue does not reduce conflict; it pushes it downwards. The burden of confronting hostility is shifted onto customer-facing staff – disproportionately from ethnic minority backgrounds – who are left to absorb the abuse.

The research also highlights a deeper and more corrosive problem: erosion of trust within organisations.

When staff question whether their workplace is truly safe, or whether colleagues privately hold views shaped by misinformation and bigotry, the damage goes far beyond individual incidents. It affects morale, retention and credibility. An organisation cannot credibly claim to value inclusion while remaining publicly silent as misinformation harms its people and the neighbourhoods it works in.

So what must change? First, housing providers must treat misinformation about migration as a strategic risk to staff safety and organisational integrity, not a reputational inconvenience to be managed quietly. Clear, consistent and public messaging about how social housing is allocated, who it serves and why fairness matters must become standard practice, not a reactive afterthought.

“No one should feel they have to choose between personal safety and doing their job”

Second, staff must be properly supported and protected. We’ve been designing training that helps staff respond to these issues with confidence, hold their organisation’s values to account and avoid being drawn into unproductive arguments and putting themselves at risk.

This is accompanied by clear organisational positions, robust policies for dealing with abuse and visible leadership backing when staff challenge misinformation. No one should feel they have to choose between personal safety and doing their job.

Third, national bodies and sector leaders must use their collective voice far more boldly. Staff are right to expect organisations such as the Chartered Institute of Housing and the National Housing Federation to speak out when individual providers feel unable to do so alone. Leadership at a national level matters – and silence causes harm.

Finally, this moment demands honesty. The sector must ask itself whether it is truly willing to confront the forces driving misinformation, or whether it will continue to prioritise comfort over courage. Being values‑led is not about carefully worded internal emails; it is about visible action, public accountability and sustained commitment.

The housing sector has always claimed a social purpose. That claim now needs to be proven. Confronting misinformation is not optional. Standing with your staff team is not negotiable.

If we fail to act decisively, we signal that fear and falsehoods are tolerated – and that is a message no responsible housing organisation should accept.

Mushtaq Khan, chief executive, Housing Diversity Network