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TSM takeaway 3: transform complaints handling

  • Writer: Phil McCavish
    Phil McCavish
  • May 19
  • 2 min read

Our Insights Report on the the latest Tenant Satisfaction Measures (TSM) data published by the Regulator of Social Housing (RSH) to identified five recommendations to focus improvement activities.





Download the one page summary:


Recommendation 3 — transform complaints handling


The challenge

Complaints handling is the sector's weakest TSM measure yet one of the most influential on overall satisfaction. Most organisations still design the process around regulatory compliance — leaving tenants dissatisfied even when timescales are met.


The evidence

•  Median TP09 is 36.6% — lowest of any major TSM measure.

•  TP09 correlates with TP01 at r = 0.80.

•  CH02 speed vs TP09: r = 0.33 only (~11% of variance).

•  Tenants want fair resolution, not just a fast response.


Why it matters

The single highest-leverage lever in the sector. A low base plus a strong link to TP01 means modest gains translate directly into measurable uplift in overall satisfaction — and ignoring it drags TP01 down regardless of performance elsewhere.


What good looks like

  • A complaint process that focusses on maximising the tenant experience during a complaint and not just on complying with the regulatory obligations.

  • Complaints treated as intelligence that drives service improvement, not incidents to close.

  • Handlers empowered to resolve at source, with decisions made at first point of contact.

  • Communication feels fair, human and proportionate — clear, timely and two-way.

  • Focussing on resolution quality, not response speed, is the primary performance metric.

  • Complaint handing and the quality of the resolution is a high priority for everyone in the organisation.


Recommended actions

  1. Re-design the complaint process to focus on optimising the tenant experience.

  2. Re-frame the operating model from compliance-processing to resolution-focused, with ownership through to closure.

  3. Empower front-line handlers with the authority, tooling and training to resolve at source.

  4. Focus on process effectiveness and KPIs / reporting that measures this – use this to drive the focus of improvement actions.


Enablers and watch-outs

  • Leadership sponsorship sets the tone.

  • Targets and objectives for the entire organisation

  • Invest in handler problem-solving capability.

  • Volumes may rise before satisfaction does.

 
 
 

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