Five simple steps to improve social mobility

I was genuinely saddened by the news this weekend that Alan Milburn and others were resigning from the board of the Social Mobility Commission. I’ve had interactions with this work for the last seven or eight years and I’ve been a big champion of their agenda.

If there is one good thing that comes from this, I hope it is a renewed focus and energy to address the topic. At the Skills Summit last week I was really pleased to hear the Minister for Education Justine Greening make it a central point of her proposals. But talk on its own won’t change a thing.

I personally believe that businesses and employers can do so much more to drive the social mobility agenda forward, without the need for Government to lead the way. So if you’re serious about putting your effort and energy behind change, here’s a few simple steps you can take.

1. Check out the data. There’s a brilliant social mobility map from the Sutton Trust that you can find here and the State of the Nation 2017 report from the Social Mobility Commission (here) to understand the make up of the geographic area in which you operate. Until you understand the problem you’re going to struggle to fix it.

2. Review your approach to new talent. Do you really need a graduate? And if so, do they really need to come from those universities? Are your recruitment processes stuck in the past? Do they really focus on finding the best possible talent? What are your obligations to the communities within which you operate? Quit whingeing and get behind the apprenticeship levy and make it work.

3. Build relationships with local schools and colleges. Providing opportunities isn’t enough, you’ve got to show that the opportunities are really available – and obtainable. Building a long-term commitment to relationships with local education providers helps not only support the education of all, but also can help raise aspiration.

4. Create sustainable careers. Not only in terms of fair pay and benefits, but training opportunities, security of employment and opportunities for progression and advancement. Mobility is exactly that, it isn’t about charity but opportunity. And that opportunity doesn’t stop when you make the hire.

5. Start to measure. Like every other aspect of diversity within the workplace, you need to understand the construct of your workforce and start to target improvements. We’re more familiar with measuring other areas of diversity (and I’d argue more comfortable with asking the question), but there are some good indicators that can be used some of which you can find here.

And of course, if you want to chat about it or think that we can do some work together, you can always give me a shout.

Are you in A job or THE job?

Most of us in our careers will move between jobs and employers. We will spend time in roles that we love and roles that we need to do. The ability to recognise which type of role you’re doing, and why, is critical to being both successful and happy.

You’ll do “a job” for a number of different reasons. It might be necessity – needing to pay the bills put food on the table. It might be development – learning a new skill, getting sector or management experience. Or it might be more personal – the need to stretch or push yourself out of your comfort zone.

Doing a job is fine. It gets you where you need to be at the time that you need to be there, it provides a means to an end – as long as you know the end that you’re after. It only becomes a problem when you forget and confuse it with being “the job” and then it seems to lack something else.

By this I don’t mean that there is one perfect ideal role for all of us. For some that may be the case, for others there will be more than one. It really depends on your career, your drive and your desire. And of course, “the job” may not be a constant state over time – things change.

Working in “the job” has a higher level of fulfilment, it meets your needs on more than a functional level. It could be the people who you’re working with, the fit between your work and home. It might be the ability to do things that you’ve always wanted to do, or work in an industry that you’ve always wanted to be in.

When we look back over our careers, I bet we can all differentiate between the two. Sometimes it is harder to do so in the moment. So if you’re feeling downbeat or ill at ease with your current employment situation, ask yourself – is this a means to an end, or an end in itself? If you can be clear where you’re at, why you’re there and where you’re going next, the whole thing becomes a lot more tenable and clear.

Get a proper job

In my middle teens, I dreamed of owning and running my own restaurant. It combined my love of cooking, food and entertaining with an interest in business and management. When I expressed this view to those influential in my life, the consensus was pretty clear – get a proper job.

Many years later, I’m sure the advice was well-meaning and correct. I’m not sure the world needs another mediocre restaurateur (although it could be argued that they didn’t need another mediocre HR Director either) and I struggle to think of a day I’ve not wanted to go in to work.

I wonder how many students in college and university are also being advised about which jobs and careers are “proper” and which ones they should avoid. And how are the judgments made about the “right” career paths. What makes counting other people’s money or learning and arguing a set of created laws, “proper” and yet feeding them or building their houses somehow less…well, concrete?

Is the heart of the issue is our approach to education and skills and the perceived link to future wealth and prosperity.? “Proper jobs” are seen as more secure, better paying and require more skills. And whilst this is attractive in it’s simplicity, it is hard to see how a good apprenticeship in engineering will place you in a less advantageous position than, say, a degree in criminology.

With the additional complexity of trying to understand which sectors and roles will be in increasing demand and which will see the largest impact of automation (and in what time frame), the definition of a “proper job” becomes significantly more about prejudice and perception than any predictable outcome of future fortune.

Perhaps our biggest fault as a society has been to overlook the importance of skilled, technically able careers and replace it with the fetishisation of “management” and “professionalism”. Not only are we encouraging young people away from careers that they might actually enjoy and find fulfilling, but have also inadvertently created skills and labour shortages in many essential areas.

I may not have made a very good restaurateur, I’m at peace with that, but I certainly value those people around me that are brilliantly skilled in their work and who have a depth of technical expertise in their fields that I am in awe of. And let’s face it, in a post apocalyptic society, who would you rather have on your side – a farmer, a builder and an engineer or a banker, a social media consultant and a HRD?

7 lessons I’ve learnt in HR

I was asked last week, what advice I would have given myself at the beginning of my career. After a little bit of reflection, I think it would go a little like this.

  1. Reward yourself
    There are a number of specialisms that you can often move in to. It is very easy early on to be lured into resourcing or learning or employment relations. But if you want to make it to the top of your profession, the one you really need to get your head around is compensation and reward. That’s the area that really requires your attention, thought and understanding.
  2. Brands don’t matter
    The best jobs aren’t always with the best known companies. It is very easy to be attracted by the thought of working for the bigger brand names, the ones that will be familiar to your friends and family, but the best opportunities will often lie elsewhere. Rather than looking at the logo on the add, look at the reviews of the company, think about the experience that you want to develop.
  3. Titles mean nothing
    When I started my career, job titles were pretty standard across companies and between teams. There were always a few areas of overlap, but it was pretty linear. Very quickly things started to change and it all got a whole lot messier. Job titles mean almost nothing. You can be the CEO of a business of one, or a Manager of hundreds of people. Think content, think scope, don’t think business card.
  4. Move around
    You will learn more by changing industries than you will ever anticipate. Explore the opportunities to go elsewhere, learn from different cultures, different models, different sectors. Show you can be successful in any environment and adapt your practice. There are assumptions made that industry experience is a necessity, it isn’t, that’s just a lazy lie.
  5. Go global
    Our workplaces, our organisations and our workforces are increasingly international. And whilst people have broadly the same constitution whether you might be in the world, the way in which they interact, the way in which they consider issues and they way in which they work together will be different. Getting experience of this doesn’t mean jumping on a plane every week, instead think about how you gain good international exposure.
  6. Have fun
    Nobody is going to die from the work you do. Well, not normally. So don’t forget to enjoy what you are doing, have fun, be playful, be light-hearted and remember that the more positivity you exude the more you will get back. People spend more time than they should at work and helping them to enjoy that experience is part of your job too. Don’t think discretionary effort, think discretionary enjoyment.
  7. Don’t dig in
    Don’t go in to the trenches when you think you’re under attack, but instead seek to understand how you can change, learn and grow. A lot of the work that you do won’t be welcomed by a standing ovation and streamers and balloons. But you need to differentiate the normal reaction from the times when you get it wrong. Understand that you can learn from other people in the business about how to do great work, not just from conferences and journals.