Social mobility in the workplace refers to the ways organisations can widen access to career opportunities and reduce barriers that may disproportionately affect people from historically underserved or disadvantaged backgrounds. This article explores what social mobility means and why it may be beneficial for employers to understand how life experiences can influence career development.

What is social mobility?
Understanding social mobility often begins with recognising that people enter the workplace with different levels of access to networks, training and opportunities. Some individuals may have had early exposure to education, industry connections or extracurricular activities that support career progression. Others may have had fewer opportunities, such as limited access to training, reduced financial flexibility or fewer professional role models. Despite this, many people from less advantaged backgrounds bring strong capability, potential and valuable perspectives to the workplace.

Why social mobility matters for businesses
Considering social mobility can help broaden an organisation’s view of talent. It is not about selecting people based on their background. Instead, it may involve recognising strengths, behaviours and potential that are not always visible through traditional hiring routes. Employers sometimes find it helpful to:

• spend time understanding how individuals prefer to work and what motivates them

• consider the types of experiences an applicant may or may not have had access to

• reflect on any potential barriers that may affect confidence or career progression

Some barriers employees may face include:

• limited financial access to training or qualifications

• challenges taking on unpaid placements or internships

• long-term health conditions or disabilities that may affect working patterns

• negative assumptions or stereotypes related to identity or background

• perceptions linked to socio-economic background, such as accent or schooling

Gathering data about social mobility
Before developing a social mobility approach, some organisations collect voluntary, high-level information to understand the range of backgrounds represented in their workforce. This does not involve identifying protected characteristics but instead focuses on broader indicators of life experience. Surveys may include questions such as:

• the types of jobs an individual’s parents held while they were growing up

• whether they attended a fee-paying or state school

• whether they were eligible for free school meals

• whether their parents attended university

This information can help organisations build a more rounded picture of employees’ experiences. Participation should remain optional, and organisations typically tailor the data they collect to their goals.

Developing a social mobility plan
A social mobility plan can help employers create a more inclusive approach to hiring and development. Organisations may consider:

• inviting employees to share feedback about career development experiences

• establishing a diversity, equity and inclusion group to oversee initiatives

• offering training or development opportunities that help employees build confidence and skills

• providing paid placements or internships

• widening outreach during recruitment, such as engaging with schools or community groups not typically included in hiring campaigns

• reviewing the language in job adverts to ensure it is welcoming and accessible

• offering flexible interview formats, where feasible, for candidates who may benefit from remote or alternative arrangements

• considering a “cultural add” mindset rather than selecting candidates based solely on traditional experience pathways

Employee retention and social mobility
Social mobility does not end with hiring. Creating an environment where employees feel supported and able to grow can contribute to long-term retention. Training opportunities, clear communication and a supportive managerial approach may help employees build confidence, especially if they have had limited access to similar learning environments in the past. Some individuals may benefit from additional tools or accommodations, such as assistive technology for reading or writing tasks. A workplace that encourages questions, learning and constructive feedback can help employees understand their career options and build their skills over time.

Conclusion
Focusing on social mobility can help organisations support employees as they develop their skills and progress in their careers. It may also contribute to stronger inclusion and a broader talent pipeline. Before creating a social mobility plan, employers may find it helpful to understand the experiences represented in their workforce and identify the approaches that align best with their organisation’s goals and values.