How business can boost social mobility in the UK

As the UK looks towards a recovery from the COVID-19 pandemic, there is a renewed focus on spreading opportunity more evenly across UK society - and the public has thrown the gauntlet at the feet of businesses. Our Future of Government research, Driving social mobility, shows that not only do businesses have a key role to play in securing the social mobility of future generations, but the public is calling for them to intervene, and trusts them to do so.

Encouraging socio-economic inclusivity is not just about doing the right thing, there is a strong business case for it - diverse workforces are more innovative, productive and ready for the future. Yet in our Hopes and Fears 2021 survey, some 50% of respondents say they have been held back at work due to discrimination, while 13% say they have faced discrimination based on their social class.

Though organisations have had some success in tackling these issues, there is still a long way to go. To drive lasting change, we believe businesses need to focus on four key areas:

1. Drive data collection

In the past, organisations have not gathered socio-economic data on their workforce. This leaves gaps in understanding around the biggest challenges, how to target solutions and, crucially, where the biggest impacts may lie. It has also led to a lack of understanding around the lower levels of socio-economic diversity and where additional barriers may be - for example, whether it is in the employee lifecycle (from attraction and recruitment through to progression), the business location or function, or if it intersects with other demographics, such as ethnicity and/or gender.

These gaps can be overcome by collating data - in line with the Social Mobility Commission's recommendations - as a standard practice for all new/future hires. Organisations should also use key communication channels and workforce champions to proactively drive data collection of current workforces. While recognising that data disclosure is not mandatory, organisations can explain it will be used to drive change. What's more, by disclosing information externally, such as targets, progression against targets and pay gaps, organisations can hold themselves and others to account.

2. Widen upskilling opportunities

The onset of COVID-19 rapidly accelerated the need for workers to adopt digital and soft skills. Yet our research found the most consistently rated block to social mobility is access to the right skills through education. Meanwhile, our Hopes and Fears survey shows that 77% of workers are ready to learn new skills or retrain, but just 28% with school-leaver qualifications say employers provide opportunities to improve their digital skills, versus 46% of those with postgraduate degrees.

Though there is appetite for it, access to upskilling/reskilling opportunities is not equal. Leaders need to create inclusive opportunities by offering training and work experience to workforces and to wider communities, in collaboration with educational institutions and charities. For greater impact, initiatives could focus on social mobility cold spots and industries/roles particularly impacted by the pandemic. PwC’s social mobility schools programme, for example, offers students from lower socio-economic backgrounds the opportunity to develop digital, employability and soft skills.

Leaders need to create inclusive opportunities by offering training and work experience to workforces and to wider communities, in collaboration with educational institutions and charities. For greater impact, initiatives could focus on social mobility cold spots and industries/roles particularly impacted by the pandemic.

3. Broaden the talent pool

The pandemic forced organisations to work virtually and flexibility overnight, leading many to rethink how, where and when work is done. Our research shows that 72% of workers now favour flexible working. Business can therefore challenge the need for work to be wholly office based and consider hybrid working models including reassessing their office locations to provide greater career opportunities. Our research also shows that 83% of the public sees access to local employment opportunities as a key barrier to social mobility, and it is widely accepted that certain regions and coastal areas have some of the lowest levels of social mobility. Business could continue to make the most of the virtual working opportunity to provide work experience opportunities and to reach a broader talent pool with recruitment campaigns.

4. Adopt a strategic approach

Our Future of Government research highlights a range of barriers to social mobility, from skills gaps to a lack of support network. The impact of these spans across key life stages from birth to employment. Due to the long term nature of these impacts, ad-hoc initiatives will not suffice. The findings have demonstrated that 73% of the public want long term strategic collaborative partnerships between business, government, education and industry bodies - to prepare them for the professional world, in terms of soft skills and work experience, but also to provide continuous support throughout and before their careers begin. This could include students matched with mentors, professionals sharing stories, mentoring events and sponsorship opportunities.

73% of the public want long term strategic collaborative partnerships between business, government, education and industry bodies - to prepare them for the world of work.

Conclusion

Prospective employees and clients want to work for, and with, companies that prioritise purpose, not just profits. Some 75% of those we surveyed want to work for an organisation that makes a positive contribution to society. In driving forward the social mobility agenda, businesses can balance commercial interests with making a positive impact, as well as preparing their workforces for the future. Initiatives should be accessible, focussing on opportunities that allow for long term commitments to social mobility to encourage socio-economic growth and challenge social disparities.

Contact us

Emma Cody

Emma Cody

Transformation Leader - Tax, PwC United Kingdom

Tel: +44 (0)7740 241513

Jess Garbett

Jess Garbett

Senior Manager, Workforce Strategy & Culture and Social Mobility Network Chair, PwC United Kingdom

Tel: +44 (0)7841 789366

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