Social Mobility: Identifying Opportunities and Tracking Progress | Roundtable Summary

For this WIG roundtable, we looked at approaches to identify and track social mobility progress within organisations. 

The discussion looked at three main points:

• The identification and removal of barriers for those from lower socio-economic backgrounds
• Approaches to the collection of socio-economic data
• The provision of early career opportunities and how education and social mobility are built into organisational partnerships.

Key Takeaways

• Talent is not a middle-class concept. Talent is everywhere.

• Barriers to knowledge can be one of the biggest obstacles when entering the workforce.

• Recruitment processes themselves can create obstacles therefore we should focus on how HR can support and encourage candidates from lower socio-economic backgrounds.

• Progress cannot be tracked without data; people must trust organisations and believe that they are authentic in their commitment to social mobility for them to give up their personal information.

• The executive team must understand the data as well as remain accountable for it.

• Community outreach in schools of all stages is advantageous and this is especially the case in areas of low social mobility.

The Identification and Removal of Barriers for Those from Lower Socio-Economic Backgrounds

Delegates discussed the need to question and think about where your company is positioned in relation to social mobility including the following:

• What is your employee value proposition around social mobility?
• What do you need to do to build upon this to give yourself the best chance of asking the right questions and getting a good return rate on those questions.

To answer these, measurement and reporting are key.

Teams need to build support for those from lower socio-economic backgrounds when or before they arrive at the organisation, including further management awareness training around social mobility issues.

Delegates question as to whether recruitment processes create an obstacle. For example, they asked with recruitment devolved to managers, how can HR support and encourage those from a lower socio-economic background to apply for positions?

The delegates discussed which of the seven questions that the Social Mobility Commission recommends you ask to gather data are the most valuable. Additionally, as job roles have changed so much over the past couple of decades, there is a discussion to be had around the value of the parental question.

There is a certain degree of imposter syndrome reported amongst those from a lower socio-economic background, especially when asked, “where do you see yourself in five years/the future?”.

The value of a support network must be stressed and similarly, leaders in organisations should encourage progression and challenge rather than enforcing what is already being done well.

Approaches to the Collection of Socio-economic Data

Delegates then shared insight into approaches to collecting socio-economic data and how this is used to inform strategies. Organisational definitions and measures of progress within this space were also discussed.

It was made clear that you cannot track progress without data. However, the context in which you ask for data disclosed by your employees is also important. People do not give up their information readily. When they do share data, it is because they trust the organisation and believe that they are authentic in their commitment to social mobility and D&I.

When starting fresh within the D&I space, it is from a point of weakness as there is no track record. To create a strategy around D&I, you need authenticity and evidence. Therefore, organisations must look at where they think they are in commitment and delivery of the agenda.
Points to consider include:

• Is there a vision?
• Is it supported by leadership?
• Is there reliable evidence that is known and understood?

Within this, there is a chicken and egg scenario – you need data to act, but you need employee buy-in to get data to take action.

There is also a question as to what people are measuring such as free school meals, parental occupation at fourteen, university attendance. Should we be looking at something differently? Should we consider data from existing employees, for example, measuring the take-up rate of non-mandatory training?

Regarding the collection of data, there should be a motivation to build attraction and then track intake at attraction events. Alongside attendance, applications to programmes, and then performance in those positions should be tracked. Rejection rates and reasons for rejection across different socio-economic groups could be useful data to have when measuring progress in this space.

The need to report back and make sure the executive team remains accountable for this was also discussed. However, how does measurement help the executive team understand barriers? Without data, anything can be overwhelming. The data can tell you where to focus your effort, and it can also be used to identify progression or lack thereof.

People becoming ambassadors for change should be encouraged. This should be thought about from an individual’s perspective as well as a leadership and organisational one.

Finally, talent isn’t a middle-class concept, talent is everywhere.

The Provision of Early Career Opportunities and How Education and Social Mobility Are Built into Organisational Partnerships

As well as discussing and sharing some of the challenges in the collection of socio-economic data, we also spent time exploring some of the progress and initiatives that have been made in the provision of early career opportunities. Delegates discussed the importance of education and social mobility within organisational partnerships.

Outreach with schools of all stages is advantageous. Creating early outreach opportunities to those from primary school age and up can increase the depth of the talent pool. This is especially the case when specific areas of low social mobility are targeted.

The group also shared insight into the challenges surrounding social mobility within graduate programmes. One delegate shared that less than 12% of the intake of their Future Lawyers Programme (legal trainees) are from Russell Group Universities. It is worth thinking about where you are going to find your talent, especially for graduates and those in early careers.

One example of best practice that was shared is the KPMG ‘Mind the Gap’ report. This outlined the pay differences throughout the organisation along with the gaps that the organisation was experiencing in the social mobility space. This involves true lived experiences, belonging, education and networking. Social responsibility, including volunteering time at events, was also noted. Additionally, there was a challenge to leadership on the premise of ‘tick box’ activities. Real social difference backed up by in-depth data must be something companies are working towards.

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