The role of social mobility in a shifting inclusion landscape

Our Financial and Professional Services Practice hosted a breakfast roundtable led by experts in emerging talent and social mobility, the Ladder Group.

Social inclusion is sometimes referred to as the missing dimension of Diversity, Equity and Inclusion. But it should sit at the heart of inclusion strategies.  

In the Social Mobility Commission’s Innovation Generation report, its Chair Alun Francis wrote: “There are barriers to opportunity in our country, and they mean that too many people are not fulfilling their potential, socially or economically.” Everyone would agree that needs to change.

Earlier this month we hosted a breakfast roundtable at our London office exploring ‘The role of social mobility in a shifting inclusion landscape.’ Our audience consisted of senior executives, chief people officers and talent leaders from across Financial and Professional Services.

The conversation was led by two knowledgeable and engaging figures at the Ladder Group: Founder & CEO, Dan Ball and Head of Commercial, Francesca Wild. Ladder Group is a leader in emerging talent and social mobility, working with top-tier clients such as BlackRock, S&P and Visa.

Dan shared insights on the current landscape. In the context of the shift in focus by the US government towards various DEI initiatives, he argued that social mobility is no longer a ‘nice to have’ and is instead becoming a core priority for forward-thinking businesses.

In this changed climate, many organisations are treading carefully regarding DEI. There has been a shift in the US away from traditional DEI metrics in favour of a greater focus on social mobility, but because of the global nature of business, this shift is also increasingly apparent in the UK and across Europe.   

The roundtable discussion covered issues such as regulation, integrating social mobility objectives into the early talent pipeline, improving the fairness of work placements (avoiding the ‘who you know’ syndrome), and early intervention through education programmes targeting 16-18-year-olds.

“A lot of the conversation revolved around just doing something as a start,” says Francesca.  “Even if that is just offering your employees half a day to go into a school and have conversations, or running a virtual webinar. Small steps can build momentum. But organisations should ensure that they are looking at the right schools and communities where impact is needed.”

Ladder Group recommends focusing such activity on schools where 30% or more of the children receive free school meals.

It was heartening to see a high degree of enthusiasm around the table for applying a social mobility lens to business. There was consensus that not only is this morally right but that it can drive performance and potentially profitability. Widening the talent pool brings valuable fresh experiences, perspectives and skills.

Attracting talent is not the end of the story, however. It is important to offer an inclusive environment in which people feel comfortable and can thrive.

Here are some key takeaways from the session:

• Start small but start. Whether it’s a half-day insight programme, a virtual session or a school visit – every action matters. Small steps build momentum.

• Reach the right young people. When running outreach programmes, focus on schools and communities where the need – and the impact – is greatest, such as those with a high percentage of students on free school meals.

• Make it meaningful. Financial literacy, AI awareness and interview preparation are crucial life skills. Partnering with organisations like The Early Careers Foundation can help ensure the support you offer is practical and lasting.

• Bring your people on the journey. Social mobility starts from within. Educating internal teams helps embed inclusive practices and ensures new initiatives land successfully

We at Odgers Interim were delighted to host this event and are firm believers in the importance of social mobility strategies. Today’s fresh talent is tomorrow’s outstanding interim leadership.