AI in the housing sector | Findings from the Hugh James roundtable

Key themes and where AI could help

Throughout the discussion, several themes where consistently emerging. These included topics such as the need for government framework and policies around the use of AI, workforce impact, the maintenance of human involvement, the quality, bias and explainability of content and the recognition of collaboration across the housing sector being essential. The white paper notes that there is no single, comprehensive legal framework governing AI in the workplace. Relevant obligations sit across areas including data protection, equality and employment law, alongside regulatory and government guidance. Poor quality or biased data can also reproduce existing inequalities.

The need for oversight and explainable decisions

Touching on one of the main themes mentioned, participants stressed how AI can create problems if organisations cannot understand or explain how a decision may have been reached under the influence of AI, and where those decisions can affect employees or residents, or have safeguarding implications. Rob Fletcher, Director of Digital, Data and Technology at Codi Group, described the challenge:

“AI increasingly leaves us in a really difficult ethical space when it comes to ‘explainability’. If you can’t explain how algorithmic decisions are being made anymore then we’re just judging the quality of those decisions on its outputs, consequences and potential harms.”

Rob Fletcher, Codi Group.

The overarching view from this was that AI should support in decision-making, with people remaining involved in areas of recruitment, disciplinary investigations and resident facing services, with judgement and responsibility using the tool being made clear at every step.

Change, communications and confidence

With the increase of AI in the workplace, the group covered the growing concerns in job security, changing roles and how employees may feel unable to raise these worries. They also discussed how leaders may not be able to promise certainty, but they can support staff through clear communication, opportunities to learn and a culture where people feel safe to raise concerns and experiment.

Final thoughts from Hugh James partners Louise Price, Employment and HR services, and Harriet Morgan, Commercial property:

“We really valued the leaders in the room being willing to acknowledge the aspects of the AI journey that they didn’t yet have the answers to and it was noted that encouraging staff to feel positive about experimenting will be a successful way to preserve psychological safety.”

Future planning and recommendations

The clear outcome suggested that AI presents significant opportunities to improve the efficiency and quality being produced in the housing sector, if clear guidelines are set and organisations have full control over how it is being used. Recommendations included setting a clear AI strategy, set policies for acceptable use and human oversight, involve HR, legal, digital and operational teams, invest in data quality and staff skills, and be transparent with employees and residents.

The group also recommended that collaboration between organisations in the sector on how they are using and implementing AI is a positive way to share expertise and avoid duplicating effort, especially when similar questions about governance, data, skills and investment are being raised.

Read the full AI in housing white paper here.

Continue the conversation during Housing Week

Hugh James Housing Week takes place during the week commencing 9 November 2026. It will feature in-person and online events, alongside new thought leadership on issues facing the sector. Continue the conversation and register on our Housing Week page