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.

Open up your door

If I promise not to rant, will you bear with me a minute? Because I need to get serious, just for a while.

Back in 1992 I left my state school. I didn’t come from a particularly privileged family, but by no means was I disadvantaged. My dad was a civil servant and my mum was a lecturer at the local FE college. I didn’t get particularly good A-levels, in fact they were poor….the letters, C, D and E were involved. More than once.

As a result, I didn’t get in to any of my first choice universities. I went in to clearing and eventually got a place at the University of Sunderland (Polytechnic) and went there to study Psychology. I graduated in 1995.

What is he talking about? I can hear you say it. Where is he going?

But, if I told you… might not keep reading. And you need to read on.

1995 wasn’t a great time to be graduating, jobs weren’t abundant, businesses were on their knees. I applied for graduate schemes but I didn’t have the university, the school or the polish to pull it off. I was directionless.

Not being able to get a job, someone suggested I study for the IPM (Institute of Personnel Management). Given I had nothing else to do, I did. Working nights to fund the fees and moving back in with my parents with my newly married wife. It wasn’t great. But it wasn’t horrific.

Even then, with my shiny postgraduate, I still couldn’t get a job. I have hundreds, HUNDREDS of rejection letters in a file at home. Everything asked for experience, but no-one wanted to give you experience. It was a classic Catch 22.

Then something special happened to me. I applied for a job at a crappy old hospital in a crappy part of the world. But, I didn’t know it then, there was someone willing to take a chance. The interview was a blur, but I remember cracking a joke about my wedding being in French and unsuspectingly marrying the wrong woman… wasn’t my greatest joke.

I left and walked back to the bus that would take me to the train, that would take me to the other train, that would take me to the ferry, that would eventually take me home.

And then I heard a voice behind me. It was a guy called Colin Moore. And Colin offered me a job. A chance. An opportunity.

That moment took place nearly 17 years ago.

The work wasn’t brilliant, the job wasn’t amazing, the location was frankly shite. I spent Sunday to Friday in a bedsit, before travelling for four hours back home for Friday and Saturday nights. But it was a chance. It was an opportunity. It was proper experience and it gave me a chance to start my career.

Nearly two decades later, I’m not doing too badly. I’m doing ok. I think I’ve grown a bit, I’ve learnt a bit. But it was all down to that one person that was willing to take a punt on a snotty nosed idiot with no experience.

And that’s why I’m so proud today to be supporting the launch of the Open Doors Campaign and particularly through the Talent Tour taking place. I don’t care what your politics are, the issue of social mobility and talent management are intrinsically linked. And Open Doors is trying to change the way that we, in business, do things to open up opportunities for young people regardless of their backgrounds.

I’m proud that my company was an early signatory to the Business Compact on Social Mobility. I’m proud of the work that my team do to increase transparency of opportunity.

If you work in HR or you are a business owner, no matter how big, no matter how small, I’d urge you to get involved. If you are on social media I would BEG you, today to publicise the campaign by following @dpmoffice & @JamesCaan or the hashtag #MissionOpeningDoors. And if you have a personal story to share about your own career break then please use the hashtag #MyBigBreak.

This is an opportunity for the HR community online to show their power, their influence and to raise awareness of an issue that many of us have debated time and time again. So go tweet, go Retweet, put political boundaries aside for today and be the people that really make change happen.

Thank you. This means so much to me, both personally and professionally. Maybe together we can really make a difference.

Paid internships – a red herring?

Not a day passes without a post or article coming before my eyes which berates the use of unpaid interns.  There are a lot of seasoned campaigners in this area, there a lot of people starting to speak out, there are petitions, there is general outcry and, quite frankly, there is a lot of group think and often a failure to grasp the real issues at the heart of the problem.

The question of internships is complex. First what constitutes an internship and what constitutes work experience or training? There seems to be general consensus, including from the report from the Panel on Fair Access to the Professions and more recently in their follow-up Common Best Practice Code for High Quality Internships, that internships are different to work experience, on many levels but not least on the duration of the placement.  But a lot of the newspaper reporting and outcry seems to fail to take this into account… this.

So if we can agree what we are talking about, then lets move us on to pay.  The argument put forward is simple, internships are work. There is a national minimum wage, therefore internships should be paid. Which of course is a simple and compelling case that is hard to disagree with and one that I wouldn’t challenge where the internships are work. But does this solve the problems of internships? No, it really doesn’t.

In fact it goes nowhere near…..and this is where I want to challenge those that are jumping on the band wagon.  Let us think back to why we argue internships should be paid. Well part of it is of course just a question of fairness of treatment, but part of it is about fairness of access. When internships are unpaid, it unfairly advantages those who can afford not to be paid for a period of time. And those that can afford not to be paid for a period of time are generally supported by their families, therefore leading to social disadvantage.

But unpaid internships aren’t new, the minimum wage legislation is (well comparably!). Pay doesn’t solve the access to opportunity – look at the figures on diversity in judges if you need any convincing. This is instead a question of advantage leading to advantage.  Simply arguing that internships should be paid, will not solve the problem and in many cases  will simply lead to the children of those who can most afford it being made better off, not better access to intern opportunities for those that can least afford it.

Which I don’t think is what people want.

So the real question we should be asking is, how to do we open up opportunities to a broader community and have a socially mobile society? And that is a really tough one.

When we talk about social mobility, we naturally think of people moving upwards.  A good thing.  But, if we accept the proposition that opportunity is finite, then in order for some people to move up, then others need to move down.  A bad thing. In order to offer internships to those that deserve but can’t afford them, we need to take them away from others, those that don’t deserve them but can afford them.  Is that really going to happen just by making employers pay? I don’t think so. What is the incentive to challenge the status quo?

Which brings me to Etsio. Now I’m not going to try to defend what could be seen as charging people to work – I don’t know what the experience is of the people undergoing the internships,but I don’t like the look of some of the “offers”. However, intellectually speaking a straight commercial approach could be seen as a more honest and open approach to the offering of internships than the “old school tie” or “old boys/girls club” approach that is prevalent in many sectors and which, I’d argue is overall a bigger inhibitor to social mobility.

I’ve written before about the gap between employers’ needs and the provision of the education system.  Access to good quality vocational training is really important in filling this gap and who is better placed to provide it than employers? It wouldn’t be a hard intellectual argument to say that if we could set a quality standard for the provision of internships and vocational training by organisations, that they should also be able to charge for it in the way that the FE and HE sectors charge for their courses. And of course, then you could extend the argument to say that people should be offered the same financial assistance offered by Government for education in the form of loans to undertake internships/vocational training. Perhaps this could provide a longer term sustainable approach to the UK skills gap?

I’m not necessarily advocating any of this, and I’m certainly not condoning the use of interns as “cheap labour”, I’m just pointing out that we need to think differently and look at the situation in its entirety rather than focus on a rather simple, populist element. So, next time you see or hear comment on internships and pay, do me a favour and think through what we really need to achieve here and not just what is simplest to get your head around? That way we might collectively go some way to solving the real problem.