D
Catalyst | Diversity
Early interventions
“There are an awful lot of
very mediocre men who think
they’ve got there on merit”
The group discussed the importance of addressing
social mobility well before people enter
the workforce. For example, one attendee, the
headteacher of a primary school, stressed the need
to ensure parents have the cognitive capacity to
help their children with homework, by providing
support. For this reason, when it comes to
investing in corporate social responsibility, youth
organisations are valid and worthy recipients,
concluded another participant.
Meanwhile, companies should be “thinking
about how they advertise their work experience
programmes and ensure there is a balance
of people being recruited”, according to
Anna-Viktoria Warren, head of talent acquisition
at Quilter. “Kids tend to lack confidence and are
quite humble about their achievements,” she said.
“As employers, we need to encourage them to talk
about themselves and share their successes; they
often see this as being arrogant. Not all will have
had the same interview training or access to their
parents’ work networks.”
Supporting social mobility
Paul Modley, director, talent
acquisition & D&I,
Alexander Mann Solutions
Reassessing how to source entry-level talent is core to enabling
social mobility, according to Paul Modley, director of talent
acquisition and D&I for Alexander Mann Solutions. He advises
organisations to get out into universities and schools as much
(and as early) as possible.
“That includes primary schools, to make sure that we’re
seeding ideas at the right stage,” he says. “Particularly when we’re
trying to encourage more girls to consider STEM careers. We’ve
got to help break down some of those cultural issues that evolve
from an early age where girls play with dolls and boys do practical
things. Those messages inform people’s views and discourage
girls from going into technical careers.”
When recruiting, looking beyond a candidate’s CV to their
potential is a growing trend that also supports social mobility.
“We’re starting to see that more in emerging talent, graduate
hiring and apprenticeships,” he notes. “It’s now less about which
university you went to and the grades you got and more about
assessing for potential. There’s definitely a shift there.”
To effect change, leaders must champion
and drive the agenda, added Lisa Scales, head of
resourcing, executive and new talent at Severn
Trent. “In organisations looking to provide
opportunity for all, there needs to be senior
sponsorship and buy-in as well as a plan for
changing perceptions and ensuring that processes,
filters and systems are frictionless for people who
are at a lesser advantage.
“Being able to identify individuals who
come from areas of low social mobility enables
us, as a regional employer, to recruit and develop
these people on equal terms, so they can
realise their potential, thrive and progress,”
she concluded.
Issue 4 - 2020
67