Social mobility can widen talent pool

In a fiercely competitive jobs market it makes sense to recruit from the widest possible talent pool, but many UK firms still overlook working class talent. Only about half of big employers actively seek out candidates from less advantaged socioeconomic backgrounds; even fewer go on to hire and keep working class staff.
With 48 per cent of UK adults thinking of themselves as working class, recruiters are missing out on millions of suitable applicants. The government’s Social Mobility Commission found that adults with lower working class parents are three times more likely to be in a working class job compared with adults with higher professional parents.
Using business initiatives to improve social mobility could reap rich rewards. According to the Sutton Trust charity, enhancing social mobility within UK businesses to align with the average level in western Europe could lead to a 9 per cent boost in GDP, equivalent at 2016 prices to £2,620 per person, or a total of £170 billion added to the UK economy annually.
Some official figures show that the situation is improving. Department for Education data indicates that young people from higher professional backgrounds are now only 2.2 times more likely to be studying for a degree than those from lower working class backgrounds, down considerably from the 3.9 times recorded in 2014.
Alun Francis, chairman of the Social Mobility Commission, said: “It’s not true that social mobility is getting worse on all counts, nor does our country compare badly with others. In reality, the picture is complex. But we don’t need a crisis to recognise that opportunity can be improved.”
The commission has highlighted four overlapping challenges to social mobility: low public confidence; a younger generation doing less well than their parents in terms of pay, progression and housing; insufficient attention to regional disparities; and the need for more successful and cost-effective interventions.
• Poorer children finding it harder than ever to join wealthy
So how can UK business step up and support change? This week’s annual Somo Awards, the UK’s annual social mobility “Oscars”, highlight the work done by organisations actively supporting working class talent.
Set up by Tunde Banjoko, who also runs the social mobility charity Making the Leap, the awards recognise individuals and organisations with effective social mobility pathways.
He said: “By adopting social mobility initiatives, organisations demonstrate to their staff and customers that they are committed to creating an inclusive workplace where everyone is supported to succeed, regardless of their background, while also helping to unlock the full potential of talent from all walks of life in society.”
This year’s entries cover firms employing nearly 1.3 million people and representing 20 business sectors. While finance, law and professional services make up almost half of entries, there has been a rise in submissions from the creative and media sectors, plus councils and government.
Among the organisations taking part are Sky, Linklaters, Nationwide, KPMG and PwC, showcasing initiatives from dedicated internships to mentoring and skills-building courses.
Jon Holt, KPMG chief executive for the UK, has made social mobility a top priority and the firm has a 75 per cent “declaration rate” of staff socioeconomic backgrounds, allowing it to take a data-driven approach and embedding that information into its diversity, equity and inclusion processes.
Nationwide, meanwhile, is a business serving many towns in “levelling-up” areas. A spokeswoman said: “Nationwide believe the circumstances of a person’s birth shouldn’t determine their outcomes in life. We are dedicated to equitable progression.”
Embracing social mobility is positive for employees, employers and the bottom line. Here is Making the Leap’s key advice for those aiming to become a social mobility aware organisation.
Collect data: Gather information on employees’ socioeconomic backgrounds to measure the level of diversity in your workforce. Data can help to highlight opportunities where strategies could be implemented, better equipping organisations to monitor their social impact.
Target an area: Activities range from widening the gate for early career opportunities and employee recruitment to retention and progression opportunities. Have a clear purpose and strategy to enable reporting and measurement of the impact of specific initiatives.
Collaborate and learn: Partnering with external organisations and charities can help to widen the reach of initiatives. Gain expertise from those who have advised other businesses and create collective action to advance social mobility.
Incorporate into ESG policies: Include social mobility as part of wider environmental, social and governance policies, as well as corporate social responsibility and diversity, equity and inclusion policies, with specific and measurable goals.
Social mobility networks: Develop thinking by working alongside individuals in the organisation with experiences involving social mobility.
Involve senior leaders: It is essential that they are involved at all parts of the journey in order to set out organisation commitments, budgets and targets.
Jennie Colville is head of ESG and sustainability at the commercial property developer Landsec, last year’s Somo Organisation of the Year winner.
“Not only do our social mobility programmes create opportunities; they also help build pride within our own workforce that the work we’re doing really is making a difference,” she said.
“We offer Landsec internships, running six-month placements for young people from under-represented socioeconomic backgrounds every year. Since we launched the programme last year, we’ve already welcomed 15 interns into Landsec and the impact has been profound.
“From our regular sessions with our interns, we’ve learnt so much from them, including how to create a more inclusive culture — holding events with a range of activities, food and drink on offer, for example.
“It’s also opened up a new channel for us to recruit talented people. Four of those interns are now in permanent roles with us, so we’re creating career pathways in our industry.”
UK workers don’t begin to add value until 11.33am each day, a survey found. The study from Docusign reported that the average employee wastes 12.6 hours a week on low-value tasks that could be automated. As a result, 41 per cent of staff with repetitive jobs are considering leaving their role. Julia Hobsbawm, an expert on the future of work, said: “Growing numbers of employers and employees crave a cut-through, which offers timesaving, accessible ways of doing good work.”
A widening “AI maturity gap” threatens business performance as leaders significantly overestimate their organisations’ readiness when it comes to artificial intelligence. According to a report from Multiverse, 61 per cent of leaders believe that AI is fully implemented across their business, compared with only 36 per cent of workers. Anna Wang, Multiverse’s head of AI, said: “Because of the newness of the technology and the pace of change, many organisations are struggling to get a clear view of their own progress. It’s hard to know what you don’t know.”
Jobseekers with a “fixed mindset” about their own skills are significantly less likely to tackle job-search challenges. In contrast, candidates with a “growth mindset” are more open-minded about how their age and experience could help their job search and use labels to highlight the changeable nature of their abilities. Professor Lauren Keating, from Emlyon Business School in Lyons, France, said: “It’s not just the skills you currently possess that define your potential, it’s the belief that you can continuously develop them.”
The media and entertainment sectors are the least “salary transparent” employers in the UK with 84 per cent of job adverts omitting salary information. About 53 per cent of all job listings do not include salary and other areas regularly failing to list pay include finance at 73 per cent and healthcare at 78 per cent. David Rice, from People Managing People, which conducted the research, said: “By publicly defining what a role is worth, businesses signal how they value the occupant of the position.”
The Cambridge Arts Theatre is looking to appoint a new chair and trustees.
As an independent theatrical charity, CAT works nationally to bring people together to celebrate the power of live performance.
Following a £16 million donation from Lord David and Dame Susie Sainsbury via the Gatsby Foundation, CAT is entering a major redevelopment project to restore and improve the theatre’s physical space and to build a new studio space.
The new chair and trustees will provide strategic leadership, guidance and governance oversight to ensure the effective governance of the charity. They will work closely with the executive and board to fulfil the mission and vision, and will cultivate relationships with donors and stakeholders to enhance visibility and support.
Candidates should bring proven experience in a leadership role with the ability to provide strategic direction, experience of raising significant charitable funds; strong understanding of governance principles; and experience of serving on boards or in leadership positions. Ideally, applicants should also offer experience of delivering capital projects alongside a genuine passion for theatre and the performing arts.
Apply by Monday 21 October at www.appointments.thetimes.com