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While many of us like to believe that we live in a society without social classes and where merit determines success, data shows otherwise. Studies have revealed that the UK and the US rank poorly in terms of social mobility compared to other developed countries. This means that it’s harder for individuals to improve their socioeconomic situation compared to their parents, resulting in limited upward mobility.
This lack of social mobility is also prevalent in the workplace. Research by KPMG UK suggests that socioeconomic background has the greatest impact on career progression, surpassing other diversity characteristics. In the UK, individuals from working-class backgrounds face an average pay gap of 13%. This gap is even larger in elite occupations such as finance managers, consultants, solicitors, and accountants. It intersects with other diversity factors, such as gender and ethnicity, further exacerbating the disparity.
Our perception of someone’s socioeconomic status is influenced by various elements, such as their accent, educational background, ethnicity, and interests. These assumptions and biases can affect work environments, particularly when it comes to activities associated with privilege, like golf or ski trips. Social and cultural capital, which can help build networks and contacts, become inaccessible to those from working-class origins, perpetuating inequality.
Putting on a façade to fit in takes a toll on individuals, depleting their energy, reducing psychological safety, and increasing imposter syndrome. These factors limit their potential even further. While businesses are beginning to address class barriers, many of their efforts fall short. Recruitment outreach, mentoring, and apprenticeships are positive steps, but organizations must go beyond tokenistic measures and make meaningful structural changes. Cultural and structural shifts are necessary to truly promote social mobility.
Workplaces and individuals can contribute to lasting change by addressing class barriers throughout the entire working relationship. This entails looking beyond recruitment and considering work allocation, retention, pay, and progression. Social class should be a fundamental aspect of equity, diversity, and inclusion (EDI) agendas and training. Companies can also tackle practical barriers, such as offering flexible and remote working options to increase accessibility.
Despite the existence of significant class pay gaps and the impact of social class on career progression, this aspect of diversity hasn’t received enough attention. Legislation protecting individuals based on socioeconomic background is limited, but organizations can still prioritize social mobility by incorporating it into their EDI initiatives. It’s crucial for individuals to challenge their internal biases and for leaders to hold themselves accountable, valuing and embracing diversity rather than defaulting to what feels comfortable. By making meaningful changes, we can work towards true equity in the workplace.
– Helen Dallimore, Principal Consultant at Byrne Dean
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