What young professionals want from a career in housing – and what the sector can do about it

The research found that social purpose is a significant motivator for career choices among young housing professionals, but few chose housing careers deliberately. Eight in 10 young professionals say that helping others or making a positive impact is fundamental to their career choice. But most “stumbled into” the sector by chance.

While young professionals want to advocate for the sector as a career, its invisibility as a career option means both housing and young people are missing out on opportunities.

“Nearly seven in 10 respondents plan to build their long-term career in housing – provided the sector continues to offer purpose, growth and a culture that values their voice”

Once in the sector, young professionals find deep meaning in their roles. Yet they also report inconsistent experiences with career progression, access to training opportunities and management support. Pay can fail to reflect responsibility, and workloads can be overwhelming, with one in three experiencing burnout in the past year.

While most feel trusted in their roles, many feel unheard by their organisations. Only one in 10 say their organisation always listens to their feedback and takes meaningful action in response.

Young people want colleagues and leaders to actively engage with their ideas, not just invite feedback. They also seek clearer career pathways, fairer reward structures and greater recognition of their contributions.

Since the report was published in December, many individuals have reached out to share stories of their own housing careers and how much they value the sector as a place to work.

I’ve also heard people say in relation to career progression that it was always like this, to which my response is: “it doesn’t have to be”. This report offers a roadmap for the success of the sector’s professional future.

CIH and CIH Futures will be driving forward the recommendations, but many of the findings are also aimed at sector employers, making the report essential reading for senior leaders, HR professionals and anyone invested in the sector’s long-term success.

The research highlights both the strengths and strains of the future workforce. It shows that while young professionals are passionate and committed, the sector risks losing talent unless it addresses issues of inclusion, fairness and support.

“By embedding young voices in organisational culture, the sector can unlock innovation, improve retention and build a workforce ready to meet tomorrow’s challenges”

Nearly seven in 10 respondents plan to build their long-term career in housing – provided the sector continues to offer purpose, growth and a culture that values their voice. The evidence is clear: meaning alone is not enough to attract and retain the next generation. The sector must turn passion into progress.

If there’s one thing every housing leader should do after reading this report, it’s to move beyond consultation and make young professionals’ voices central to decision-making. The research is unequivocal: young people want to be heard, but more importantly, they want to see their feedback shape real change.

This could involve developing an employee voice strategy that includes two-way communication, feedback loops and visible action on suggestions; upskilling managers to support, mentor and empower young staff; and creating opportunities for young professionals to lead projects or forums, and test their ideas.

By embedding young voices in organisational culture, the sector can unlock innovation, improve retention and build a workforce ready to meet tomorrow’s challenges. Young professionals are ready to build a stronger, fairer housing sector – but they need the sector to invest in them, listen to them and act on what they say.

For leaders, the message is clear: the legacy you leave will be measured by who follows in your footsteps. Now is the time to build up the housing professionals of the future.

Bekah Ryder, research and insights manager, Altair