Social mobility has gone stagnant – it’s time for UK businesses to drive us forward

It’s been hotly debated and rarely agreed on, and this past decade has seen Diversity, Equity and Inclusion programmes as a central focus for businesses. But after a shift in political attitudes, we’re now pulling back. Teams lack representation, class privilege stays taboo, and those from underrepresented socioeconomic backgrounds are still denied their foot in the door.  

And when the barriers are only half-broken, it becomes much easier for businesses to subtly build them back up. After years of steady DEI progress, are we now falling behind?  

DEI in business is not just important – it's essential.

For some businesses, I’ll be stating the obvious. But for others, I’ll be touching on a point of controversy. The practice of DEI isn’t dead, but we are seeing a growing resistance to certain initiatives. What started as a US trend has found its way into UK organisations, and when it comes to budget cuts or re-distributing resources, DEI programmes are often the first on the chopping block.  

There’s a misconception that social inequalities have already been addressed, that employees already have equal access to opportunity. It’s seen as no longer necessary, meaning social mobility schemes, diversity programmes and inclusive hiring initiatives have all been the first to go.

Not only does this slow down social mobility, but it also threatens to undo the work already done by these initiatives. And when we’re continually pushing for progression in society, now is not the time to be going backwards.

Young talent can no longer see themselves in the networks they’re trying to build.

Networking should be much easier today than it was when I began my career. It’s become so much easier to integrate into peoples’ lives, with virtual events and peer-to-peer support becoming more readily available for those looking for some extra support in their career.  

But with reports showing that entry level roles are at a five-year low, and the threat of AI on job displacement, these networks are actually harder to access. Interaction time is cut between juniors and those in more senior positions, meaning less mentorship, and less opportunity to replicate behaviour and form positive, long-term habits. There’s little time to understand and develop the office social cues, and those unspoken workplace rules are at risk of being misinterpreted. There’s less gradual career and confidence build up, making networking all the more difficult.  

There are still many teams, particularly within law firms, that aren’t representative of the UK’s multicultural society. So, we’re pairing a lack of representation with a lack of opportunity, and expecting a healthy result for businesses. This impact on social mobility has a severe outcome – support is lost, resources become scarce, and young talent can no longer see themselves in the networks they’re trying to build.

Prioritising social mobility makes financial sense – ultimately, the benefits far outweigh the costs.

Providing additional resources (or, at least, maintaining the current programmes already in place) is something all businesses should be aiming for. Whilst short-term it could involve allocating resource and budget, the long-term benefits far outweigh the initial costs. Diverse teams are 35% more likely to outperform their competitors, and 87% better at making decisions.  

Using the legal sector as an example, data from the Solicitors Regulation Authority shows that only 18% of lawyers come from working-class backgrounds, compared to 48% of the general population. Without social mobility schemes and inclusive hiring practices, we’re essentially limiting our profession from underrepresented talent.  

Our own Flex Trainee programme was designed to create more accessible routes to qualification, and level the playing field within the legal profession. Jasim-Ali Rhafi, one of our Flex Trainees, has said by having a chance to enter the legal industry, it’s given him an opportunity to change his life. For years people have been fighting for their seat at the table, and representing the underrepresented backgrounds creates a life-changing culture of belonging and loyalty.

Social mobility is not something to ‘fix’, but rather something to set in motion again. Employees should have a fair chance to succeed, regardless of their background, and employers must do their part in helping those barriers stay broken.