With the social housing sector facing another layer of regulatory complexity under the Regulator of Social Housing’s (RSH) introduction of the Competence and Conduct Standard, we’re asking an important reframing question:
Does completion of mandatory training equal competence?
As an organisation that has specialised in improving and evidencing employee competence for leading regulated brands over the last 10 years, we’ve seen a familiar initial theme across most sectors: Assurance of employee competence often comes down to a list of names, a line of green checkmarks, and a 100% completion rate of mandatory training.
It’s a necessary part of the training process. It feels secure. It looks compliant. And it gives boards, executives, and management teams something tangible to report on.
But, in reality, mandatory training completion only paints half the picture.
Key discussion points:
- How do you treat competence as a measurable output?
- How employee-based competence risk can be surfaced earlier to prevent issues.
- How continual assessment of competence can give productive time back to the business.
- How to improve data to strengthen assurance, reporting, internal challenge, and governance.
- What the ‘art of the possible’ looks like for employee competence.
