Campbell Tickell launches scan to boost complaints handling culture in social housing
Campbell Tickell has published a report on the complaints handling culture in social housing, calling on landlords to build stronger leadership and lines of accountability. The firm has also launched a new Complaints CultureScan service, to help leaders across the social housing sector put those insights to use.
Francesca Macey, a Campbell Tickell consultant who led the research, commented on the publication of the report, “The sector has made real progress on compliance, but there is still often a gap between having the right processes on paper and the reality that residents experience. Colleagues across the sector care deeply about doing the right thing, but when systems are unclear or fragmented, that emotional commitment becomes harder to sustain.
Through the firm’s research, empathy emerged as the strongest predictor of positive outcomes. When residents feel genuinely listened to early on, complaints are resolved more quickly and are less likely to escalate. However, empathy only works so far as it is supported by clear systems and structures, shared accountability and visible follow-through.
Key lessons for housing providers
The findings highlight six key ways organisations can strengthen complaint handling culture across the sector:
- Leadership and accountability: Clear leadership expectations, visible commitment and aligned decision‑making help embed fair and constructive complaint handling.
- Shared understanding of service reality: Combining data with lived experiences and keeping colleagues informed about changes and feedback builds a more accurate, shared view of complaint handling.
- Clear and consistent operating model: Well‑defined processes, roles and information flows reduce friction and improve both colleague and resident experiences.
- Empowered colleagues: Giving colleagues the confidence, authority and guidance to act supports earlier resolution and reduces escalation.
- Complaints as learning opportunities: Moving beyond compliance to actively analyse patterns, share learning and embed change allows complaints to drive meaningful service improvement.
- Empathy at the core: Empathy and clear communication are crucial for positive outcomes, improving interactions, timeliness and trust.
This is where governing bodies and leaders play a critical role, not just through assurance and metrics but by engaging with real complaint journeys and ensuring investment matches organisational values.
The message from this research is ultimately hopeful. Many of the positive cultural characteristics for good complaint handing already exist. By aligning leadership behaviour, systems and learning with those values, organisations can improve resident trust, reduce repeat failures and support colleagues to deliver the service they want to provide.
Complaints CultureScan
To understand the cultural situations that contribute to this gap, Campbell Tickell developed the Complaints CultureScan, a perception-based survey tool, piloted with five providers and supported by over 1,000 responses from colleagues, governing bodies (Boards and elected members) and resident committees/panels. The Scan provides insight into the cultural conditions (Campbell Tickell refers to these as seven ‘pillars’) that shape how complaints are experienced, and how organisational values, behaviours and systems interact in practice.
Richie Rumbelow, Customer Experience Director at SNG, one of the research organisations that took part, explained, “The complaints CultureScan will help shape how the housing sector continues to strengthen its approach to handling and resolving customer issues. For SNG, the findings highlight known opportunities to improve our complaints management systems, while also offering a fresh reminder of the importance of recognising and celebrating our improvements internally.”
