My previous blogs on this social mobility series have tended to focus on the efforts employers and employees can make internally to make their organisations more equitable and inclusive in relation to class. However, any socio-economic strategy must also look outwards to make sure that they are reaching into those communities that they serve.
Why should this matter to both public and private companies and why should they dedicate resources to getting this right? Put simply a vast range of studies have shown individuals from low socio-economic communities are an asset to any organisation. Increasing the diversity of the workforce not only provides a wider pool of talent to draw from but also provides the organisation which looks and sounds like a modern/forward looking, inclusive employer. Those organisations that fail to engage with traditionally marginalised communities will lose out to those who dedicate effort and energy into this agenda. Organisations engaging in this work now are building a reputation and pipeline for the future!
As the workplace begins to build a well defined outreach strategy it is important to remember there are plenty of organisations working with schools/colleges/further education institutes who are prepared to help build connections. Many working with working class communities can be found on the Social Mobility Commission, the Social Mobility Foundation as well as Local Authority websites. Don’t be tempted to reinvent programmes and processes that may already exist.
This work should be complimented by the following elements –
- Build an Outreach plan, involve employees in its design and implementation. Make sure that this work has the support of and is championed by Senior Leaders within the organisation.
- Make sure the plan has a range of activities within it such as work experience, CV writing, mentoring, presentations and that all of the activities focus on outcomes for those participating. Ensure that teachers and others working in the education field help in this work
- Target communities and individuals who come from economic “cold spots” to ensure that this work is having the maximum impact.
- Ensure that those participants in the scheme are not further disadvantaged by ensuring that all of the opportunities are paid and advertised widely.
- Constantly review the plan to make sure that it is providing benefits to the participants and the organisation. Track progress on whether this work is ensuring the workforce is becoming more diverse, inclusive and representative.
Once a pipeline has been built and a reputation for seeking out talent from working class communities established, any organisation needs to look at what happens to those once they join.
In my next blog I will be looking at the challenges of retention & progression and what activities and strategies organisations can develop to support this work.
Paul Downer