A focus on social mobility helps bring diverse ideas and perspectives into the workforce . But will COVID-19 , and the related restrictions , reinforce and worsen inequality ?
A gainst a backdrop of COVID-19 , resulting job losses and economic uncertainty , it can be easy for business leaders to abandon social mobility agendas . However , preventing long-term inequality for the ‘ COVID generation ’ ( those aged 25 and under ) is vital to creating a diverse and resilient workforce .
This is the view of HR Director and social mobility expert Bharatti Crack , who shared her thoughts with AMS ’ s Sector Managing Director Janine Chidlow , in an exclusive interview .
Referencing her own background growing up within an immigrant family , Bharatti discusses the importance of allies and mentors in helping young people build the confidence and contacts needed to explore options beyond their socio-economic boundaries – and how imposter syndrome leads many people to walk away from opportunities .
“ Your socio-economic background cuts across all types of diversity – race , gender , sexuality ,” she says . “ There is huge intersectionality here .”
While we have made solid progress , we are on a journey towards true D & I
The impact of the COVID-19 pandemic has worsened economic and educational inequality , the two primary drivers of social mobility , with those under 25 most at risk . While older workers may prefer working remotely for family or commuting reasons , younger employees risk losing out on training and skills development in the workplace . For those still in education , online teaching relies on access to computers and broadband , as well as a space to learn – luxuries not available to all children .
For business leaders , championing social mobility helps them to build a more diverse workforce . According to Bharatti , the pandemic has forced a shift in how leaders operate , nudging them towards a more people-centric , emotionally intelligent focus . This provides an opportunity for talent teams to remodel how they recruit , focusing less on qualifications and universities , and more on the skills and diverse ideas different people can bring .
Practical examples include looking beyond graduate recruitment milkrounds for early-stage careers and creating apprenticeship schemes , contextualised recruitment ( taking into account a person ’ s background alongside skills and qualifications ) and gaining input on hiring from social mobility consultancies .
Ultimately , increasing social mobility in business is about getting buy-in from the top , both in organisations themselves and in government .
“ Change is about people in positions of power . Individuals should represent the whole of society , not just the elites ,” says Bharatti .
Attitudes to social mobility
The Social Mobility Commission ’ s Social Mobility Barometer examines public attitudes towards class and mobility . Its survey of 5,000 people found that :
77
%
of people feel that there is a large gap between social classes in the UK
44
%
believe that where you end up in society is determined by your background and parents
39
%
believe it is becoming harder to move up in society ( versus 22 % who believe it is becoming easier )