Socio-economic Diversity And Inclusion
Socio-economicdiversity and inclusionToolkit: Financial and professional servicesOriginally released: November 2020Updated: July 2021
About the Social Mobility CommissionThe Social Mobility Commission monitors progress towards improving social mobility in the UK,and promotes social mobility in England. It is an independent statutory body created by an Actof ial-mobility-commission
ContentsOur partners 2Introduction 4Why should your firm focus on socio-economic background? 6Benchmark your performance – national and industry standards 8Strategic approach 20Measuring socio-economic background 22Toolkit 26The building blocks: the ‘must have’ interventions 26Data 29Leadership and culture 32Outreach 38Hiring 44Progression 52Advocacy 56Appendix A: Sub-sector specific guidance 60Law firms 60Accountancy firms 61Appendix B: Key terms 62Toolkit: Financial and professional services 1
Our partnersWe would like to thank the City of London for their initial support in mobilising thisproject and their ongoing support and commitment to this agenda.The City of London Corporation is proud to have supported the SocialMobility Commission in developing the financial and professional servicestoolkit. We are passionate about boosting socio-economic diversity in thesector and have been asked by Government to lead a taskforce to help closethe ‘progression gap’.Together with this new guidance for employers, the taskforce will enable us towork collectively to build a better future – where career progression is led byperformance and is a true reflection of peoples’ skills, as well as their potential.This financial and professional services toolkit has been endorsed by:With thanks to the Bridge Group, who collaborated with us on our original cross-industrytoolkit edition.To create this toolkit, we worked with over 50 charities, membership bodies and employerswithin the legal, accountancy, management consultancy and financial services sector. We drewupon the Labour Force Survey, a nationally-representative survey, to generate new analysisand industry benchmarks to give insights into the sector’s performance on socio-economicdiversity. Interviews with employers helped generate case studies and our leading evidencebase and wider work with employers helped inform the guidance. To find out more, visit our‘Background to the research informing the employers’ toolkits’.11Social Mobility Commission, Background to the research informing the employers’ toolkits, updated May 20212 Toolkit: Financial and professional services
Contributors:We are immensely appreciative of the help and support these and other contributers haveshown in creating this new toolkit. This clearly demonstrates how committed organisationsare to improving socio-economic diversity and inclusion and driving positive change,even in uncertain times.Thank you to the following contributors to this toolkit:DR LOUISE ASHLEYSENIOR LECTURERROYAL HOLLOWAYUNIVERSITY OF LONDONToolkit: Financial and professional services 3
IntroductionAs a financial and professional services firm,nothing is more important than the quality ofyour people. The creativity, competitivenessand reputation of your business depends onthe talent that you recruit and nurture. But theworld is changing fast; are you doing all youcan to attract the brightest and the best?Smart businesses recognise the importanceof reflecting the clients and communitiesthey serve, and that diverse workforcescreate competitive advantage. Teams witha mix of backgrounds and experiences aremore creative, have wider perspectives anddevelop better solutions for clients. Clientsknow this and want to work with firms thatreflect their values and can offer them thisdiversity of thought.Hiring practices that exclude exceptionalcandidates who didn’t go to the right school orRussell Group university, didn’t have the rightcontacts, or couldn’t afford to work unpaid areno longer fit for purpose. Firms across thesector are changing the way they reach outand hire talent, making this the new ‘businessas usual’. But it’s not just about getting in –getting on is just as important.4 Toolkit: Financial and professional servicesEvidence shows that diversity withoutinclusion and progression can harm yourbusiness and your employees, and inthese respects the industry has work to do.A combination of established cultures andnatural biases mean people from workingclass backgrounds, who perhaps do not havethe ‘polish’ and profile of someone from ahigher socio-economic background, often findit harder to progress and may take longer toclimb up the ladder. Leading firms are takingaction to overcome these biases, to benefitfully from the talent they have in place andcreate a culture of inclusion that increasesstaff loyalty and retention. For many more,this is the next step to take.This practical toolkit has been createdbecause you, the financial and professionalservices community, have asked for it. It isthe product of unique research and months ofconsultations with trade groups and individualemployers in law, accountancy, managementconsultancies and financial services. It isintentionally stretching in its commentaryand recommendations, and it presents aroadmap to drive improvements in society,the economy and people’s lives – andbenefits to your own business.
HR directors and diversity practitioners willfind this guide most useful, but anyone canuse it to become an advocate for socialmobility. Your industry is already makinggreat strides and is ahead of other sectors,but every firm is at a different stage ofits social mobility journey, so you shoulduse this toolkit flexibly.Take action on the aspects that are mostrelevant to you, strive to accomplish the basicactions it recommends, and be inspired topush yourself as far as you can go.What is social mobility?Social mobility is the link between aperson’s occupation or income and theoccupation or income of their parents.In other words, it’s about ensuring yourbackground doesn’t determine your future.How we measure itAn individual’s socio-economicbackground is defined by their highestearning parent’s occupation, accordingto the National Statistics Socio-economicClassification (NS-SEC).2High socio-economic or professionalbackgrounds are defined as NS-SEC1 and 2 occupations. Examples includeCEOs, senior police officers, doctors,journalists, barristers, solicitors, teachersand nurses.Intermediate backgrounds are definedas NS-SEC 3 and 4 occupations.Examples include shopkeepers,paramedics, small business ownersand police officers.Low socio-economic or working classbackgrounds are defined as NS-SEC 5,6, 7 and 8 occupations. Examples includereceptionists, electricians, plumbers,butchers and van drivers.For more information on how to measuresocio-economic background, see page 22.2Office for National Statistics, SOC 2020 volume 3: the national statistics socio-economic classification, accessed 2020.Toolkit: Financial and professional services 5
Why should your firm focus on socio-economicbackground?Forward-looking companies in the financialand professional services sector recognisethat socio-economic background is closelylinked to other already protected diversitycharacteristics, and are realising the benefitsof an active and integrated approach todiversity and inclusion.56%56% of entrants in the 2020 SocialMobility Index came from financialand professional services sector.3Sector bodies like the Law Society,the Lord Mayor and City of Londonare campaigning on this issue. Changeis gathering pace: the challenge now isto keep up with the best.Drive innovation. Diverse teamsthink more creatively and deliver moreinnovative solutions for clients. Increasingsocio‑economic diversity gives your firma broader perspective on the real-worldchallenges that your clients face – and awider range of skills and experience to helpyou meet them. Employees from lower socio-economicbackgrounds perform at least as well astheir more advantaged colleagues. In7 leading law firms, employees educatedat state schools were 75% more likely tofeature in the top decile of performers thanthose educated at independent schools.4Socio-economic diversity is more likelyto yield a diverse range of approachesto some of the challenges that our clientsdeal with.– Honey Sanusi,Citizenship Manager atHerbert Smith FreehillsYou need [the legal profession] to reflectthe communities that it is serving. It’simportant that people are judged andrepresented by people with diversepoints of view and outlooks on life.– Jenny Lloyd,Diversity and Wellbeing Managerat LinklatersImprove your reputation. Your clients willrecognise the importance of working witha firm that takes diversity seriously and thatcan offer them the benefits that they areaiming to realise themselves. Companies in the top quartile for ethnicand cultural diversity on executiveteams were 33% more likely to haveindustry‑leading profitability.53The Social Mobility Index ranks employers on the steps they are taking to improve representation from all backgrounds.www.socialmobility.org.uk/index4Data from research underpinning the Social Mobility Commission’s cross-industry toolkit: www.socialmobilityworks.org5McKinsey & Company, Delivering through diversity, accessed 2020.6 Toolkit: Financial and professional services
As a large employer we’re determinedto do all we can to help make sure thatsomeone’s talent and determination,and not their background, decides howfar they progress in their career.– Laura Hinton,Chief People Officer at PwCIf we create an inclusive environment,that’s the best way of attracting andretaining a diverse workforce.– Adrian Love,Recruitment Director at AccentureUnlock your recruitment. Applicants wantto see and hear about people who reflectthemselves, and they want to work for abusiness with a purpose. Building a visiblydiverse workforce can make you a destinationemployer for high-performing individuals thatwill drive your future success.People whose parents held professional jobsare 3 times more likely to move from oneregion to another to secure a professional jobthemselves. Social mobility ‘coldspots’, wheremovement is less common, offer an untappedtalent pool.6,7Improve your retention through inclusion.Employers who embed diversity and inclusionin their company values often benefit fromhigher employee engagement and lowerturnover. Employees who face discriminationor suffer from a lack of inclusion, however,may be more likely to leave, increasingturnover and costs.6Social Mobility Commission, Moving out to move on, 2020.7Social Mobility Commission, The long shadow of deprivation, 2020.Toolkit: Financial and professional services 7
Benchmark your performance – national andindustry standardsThe industry’s benchmarkThe financial and professional servicessector is dominated by professional roles.These roles remain heavily skewed towardsemployees from professional backgrounds.49%Employees from more privileged backgroundsare over-represented, at the expense of thosefrom working class backgrounds, especiallyin the legal and management roundIntermediatebackgroundWorking generalpopulationgeneralpopulationSocio-economic classification (NS-SEC) category of the main wage earner when respondent was 14.Percentage of workforce by NS-SEC category of the main wage earner when respondent was 14.98Research in this section is from new analysis of the Labour Force Survey, which supported the development of this toolkit.9Social Mobility Commission, Simplifying how employers measure socio-economic background – An accompanying reportto new guidance, 20218 Toolkit: Financial and professional services
Percentage of workforces by socio-economic backgroundacross sub-sectorsComposition of workforces by socio-economic background across sub-sectorsOverall professional andfinancial services49%UK workforce22%Management consultancies57%20%39%24%Legal23%Financial l background39%34%Intermediate background26%35%Working class backgroundToolkit: Financial and professional services 9
Where does the industry work?More than half of all businesses in the sectorare located in the south-east and London.This is a problem for socio‑economic diversity.People from professional backgrounds arethree times more likely than those fromworking class backgrounds to want or beable to move to London, where they cantake advantage of this concentration ofopportunities.10Distribution of professional and financial enterprises by region30%20%10%North East0%Yorkshire and HumbersideNorth WestEast MidlandsEast ofEnglandWest MidlandsLondonSouth EastSouth West10 Social Mobility Commission, Moving out to move on, 2020.10 Toolkit: Financial and professional services
Distribution of all enterprises in England30%20%10%North East0%Yorkshire and HumbersideNorth WestEast MidlandsEast ofEnglandWest MidlandsLondonSouth EastSouth WestBusinesses in the sector are increasinglyrecognising the impact of this pattern andseeking to address it by increasing flexibleworking arrangements and opening regionaloffices, where client opportunities permit.This activity has since been acceleratedby the impact of COVID-19. Outreachactivities aimed at schools, further educationcolleges and other institutions in socialmobility coldspots, where movement is low,encourage and support people to apply forroles that were traditionally only availableelsewhere.11 Many businesses offer paidwork experience or cover the costs oftravel and accommodation to make theseopportunities accessible to people who maybe struggling financially. But the discrepancybetween the geographic distribution ofbusinesses and talent remains a challengefor the sector.11 For more on social mobility coldspots, view the Social Mobility Commission’s reports: State of the nation, 2017 andThe long shadow of deprivation: regional disparities in England, 2020.Toolkit: Financial and professional services 11
How is data used?Who gets in?Many firms now collect data onsocio‑economic background from applicantsand regulatory bodies (e.g. SRA, ICAEW)request that data be reported. This is helpingto build a robust picture of applicants’diversity and the effectiveness of activities.However, more needs to be done withexisting employees.The sector places a higher premiumon degree-level qualifications than otherindustries. Well over half of employees areeducated to this level or beyond, and itsprevalence is greater than in other sectors.This reduces opportunities for those withalternative experience and skills.The businesses that have managed thismost effectively have benefited from strongand visible commitment at senior levels.Companies need to start at the ‘top’, with afirm public statement from senior executiveson their intention to create a diverse andinclusive workplace.12When I was starting on my legal journey,I was told that I wouldn’t become alawyer because I didn’t go to the rightuniversity and I didn’t get the highestgrades. Overcoming these barriers hasnot been easy. I’m committed to boostingprogression for individuals from lowersocio-economic background across thefinancial and professional sector andam working with the City of London toco‑chair their new taskforce.– Sandra Wallace,Social Mobility Commissioner andJoint Managing Director Europe atDLA Piper12 For more on the research behind this, view the Social Mobility Commission’s report, Increasing in-work training andprogression for frontline workers, 2020.12 Toolkit: Financial and professional services
Historical recruitment practices have favouredthose with degree-level qualifications, but thisis starting to change.69%of employees in professional rolesin this sector have degreesvs.58%However, many firms are aiming to addressthis pattern by adopting recruitmentand assessment practices that focuson applicants’ skills and potentialrather than qualifications. These firmsrecognise that while applicants from lessadvantaged backgrounds may not havehad opportunities to gain impressiveextra‑curricular experience and may notinitially be so confident in presentingthemselves, they can demonstrate theirintellectual abilities in other ways. Methodsfrom digital assessment to mentoring andskills workshops are increasingly being usedto level the playing field and to help theseless privileged applicants present their ‘trueselves’. But the use of these methods ispatchy at best and businesses can still learnfrom each other.Apprenticeships can be a great wayto diversify your talent, but they don’tautomatically benefit social mobility.Schemes can be open to all, but it isimportant that they target and support peoplefrom lower socio-economic backgrounds,who benefit the most from these schemes.13If done right, apprenticeships can progresscareer starters in a similar way as graduateschemes, and even offer apprenticesdegree-level qualifications, but it is importantthese parallel paths do not create a culturaldivide within the business.of general population inprofessional roles have degreesDistribution of the professional workforceby highest qualification achieved.13 Social Mobility Commission, Apprenticeships and social mobility: fulfilling potential, 2020.Toolkit: Financial and professional services 13
Who gets on?The industry has been very focusedon outreach and recruitment practices,but so far there has been less emphasison activities to support staff from lessadvantaged backgrounds progressing upthe ladder. Barriers to ‘getting on’ range froma culture that is not as inclusive as it couldbe, to structures that benefit some morethan others.The FPS class pay gap is stubbornly high11%Employees in the sector from aworking class background are paid anaverage of 11% less than otherwisesimilar employees from a professionalbackground, after controls.14,15Personal characteristics do not appear to beinfluential: neither gender, disability statusnor health status is significantly associatedwith pay.16 Asian, Black and Other ethnicminority employees appear to earn 10% lesson average than their White counterpartsin the sector, but this effect on the class paygap is of borderline statistical significance.1714 This model has an R-squared value of 0.53, meaning that 53% of the variation observed in the pay variable can beexplained by the model.15 This model was run using 837 respondents from the July to September quarter of the Labour Force Survey. Othervariables included in the model are gender, age, ethnicity, disability status, health status, marital status, region ofworkplace, number of dependents in household and year of LFS data collection. The training variable refers towhether an individual has received training in the three months prior to responding to the survey only.16 In the case of gender equality, note that this is a comparison between individuals who are otherwise similar(i.e. in a similar job) as opposed to a basic comparison between male and female earnings in the sector.17 p-value 0.06.14 Toolkit: Financial and professional services
Socio-economic background and weekly pay in the FPS industryMedian weekly pay* for those from different socio-economic backgroundsProfessionalbackgrounds 731-8%Intermediatebackgrounds 673-11%Working classbackgroundsPercentagedifference in pay(compared tothose from aprofessionalbackground) 651* Median weekly pay for individuals with higher socio-economic background based on the LFS, againstmodelled median weekly pay for individuals from intermediate and lower socio-economic backgroundwho are otherwise similar (in terms of characteristics included in the model).How do we explain this class pay gap?Largely, it is because those from lowersocio-economic backgrounds tend toprogress slower, or not at all, compared totheir more privileged peers. In other words,they are less likely to get to the top oforganisations.In the financial sector, those from lower socioeconomic backgrounds take on average25% longer to progress compared to thosefrom higher socio-economic backgrounds.For Black, low socio-economic backgroundpeople in the sector, this ‘progressiongap’ increases to 32%.18 In the legalprofession, those from lower socio-economicbackgrounds can take a year and a halflonger to reach partner compared withcolleagues from higher socio-economicbackgrounds.19 These gaps hold even whenwe control for performance reviews. In otherwords, performance cannot explain thisslower rate of progression.One way to help people progress is byoffering training. Overall, training is widelyoffered in the sector, but employees inlower-ranking jobs are substantially lesslikely to take up opportunities than theirpeers. These barriers prevent firms frommaking the most of the talent they have.Employees who have received training inthe past 3 months earn 16% more thanthose who have not; and those holdinga degree as opposed to just A-levelqualifications earned on average 9% more.18 Commission by City of London Corporation and authored by the Bridge Group, Who gets ahead and how? Socioeconomic background and career progression in financial services, 202019 The Bridge Group, Pathways to partnership: challenging the myth of meritocracy, 2020Toolkit: Financial and professional services 15
Almost half of employees have been offered training recently.1633%11%56%have taken traininghave not taken trainingbut have beenoffered ithave not takenor been offered training Toolkit: Financial and professional services
but those in professional and intermediate roles are much more likely to take it up2036%Professionaloccupationshave taken traininghave not taken trainingbut have beenoffered it28%9%have taken traininghave not taken trainingbut have beenoffered it11%11%Intermediateoccupationshave taken trainingWorking classoccupations13%have not taken trainingbut have beenoffered it20 Data sourced from the January to March quarter of the Labour Force Survey (LFS) from the years 2017 to 2019;analysis conducted as part of the Social Mobility Commission’s research to develop this toolkit.Toolkit: Financial and professional services 17
Intersectionality21,22Strong diversity and inclusion strategiesrecognise that no one experiencesa characteristic in isolation and thatintersectionality is important to drivingsuccess.EthnicityThe sector’s workforce is predominantly White(84%), but overall levels of social mobility area little higher among employees from Asian,Black and Other ethnic minority groups.Almost half (49%) of all ethnic minorities(excluding White minorities) employees inprofessional roles have a working classbackground (vs. 43% for White employees).However, Asian, Black and Other ethnicminority groups do differ in terms of theirrepresentation in professional roles. Asian andChinese employees are particularly likely tohold these roles (71% and 89% respectively).This compares with 56% for Black employees,and 69% for White employees.DisabilityAround 1 in 10 (11%) of employees inthe sector have a disability, and 56% ofthese employees hold a professional role.The equivalent figure for non-disabledemployees is 70%, so disabled employeesare under‑represented in professional roles.A similar inequality exists with regard tosocial mobility: 39% of disabled employeesin professional roles come from a workingclass background, compared to 45% ofnon‑disabled employees. This may indicatea possible cumulative disadvantage for thosewho are disabled and from a working classbackground, although there may be other,unknown reasons for the disparities in thedata, so employers should take note.GenderThe sector overall is roughly equallybalanced between genders, yet 80% of menhold professional roles compared to 57%of women. This results in notable genderinequality in roles at the professional level.However, social mobility is slightly betteramong women than among men: 47% ofwomen in professional roles come from aworking class background, compared to43% of men. So, while women overall areless well represented in these roles, thispicture is reversed when considering justthose from working class backgrounds.21 Sample numbers in the Labour Force Survey mean that the analysis has had to combine employees from intermediateand working class backgrounds (here referred to as ‘working class backgrounds’) to indicate social mobility up intoprofessional roles.22 The analysis in the intersectionality section uses the 3-digit Standard Occupation Classification (SOC) code of the NSSEC to assess socio-economic background, which differs to the methodology used throughout this toolkit including toproduce both the national and industry benchmarks, all of which uses 4-digit SOC codes. This is due to the 4-digit codesnot being publicly accessible for this analysis. For more, see Social Mobility Commission, Simplifying how employersmeasure socio-economic background, Annex A, 2021.18 Toolkit: Financial and professional services
Toolkit: Financial and professional services 19
Strategic approachThe figure below highlights the key aspectsof a strategy that you can follow, drawingon best practice from the most successfulemployers.The following pages show how to implementthese elements, whether your firm is startingout on this journey (developing) or hasambitions to be among the best (optimising).20 Toolkit: Financial and professional servicesA successful strategy combines severallinked elements.
DIVERSITYSTRATEGY41321Analysis of datato understand the current situation,indicate opportunities for action andenable you to measure change.Consistent collection and analysis inthe context of your organisation andagainst relevant external benchmarksshould be a central element of yourstrategy, underpinning all other aspects.3The employee journeyto support all key stages from outreachactivities to hiring, to progression andreward. Activities which maximiseengagement with a wide range ofprospective applicants, hiring practiceswhich emphasise competence ratherthan qualifications, and support toprovide all staff with opportunities todevelop and progress; these shouldbe in place to ensure those from lowersocio-economic backgrounds are ableto get in and get on in your business.2Attention to culturewith leadership and communicationfrom the most senior levels, to ensurea compelling, shared vision across theorganisation. A narrative about whysocio-economic diversity is importantto your business, the steps being takento increase it and the goals you aim toachieve should be widely communicated,with clear and visible commitment atsenior levels.4Advocacy and collaborationto share practice, support peers and drivesector-wide change. Playing a visible rolein guiding and inspiring action to improveopportunities for people from lowersocio-economic backgrounds in yourindustry will enhance the image andperformance of your sector and benefitall businesses.Toolkit: Financial and professional services 21
Measuring socio-economic backgroundMeasuring your socio-economic diversityis critical to driving success. Here is a guideon what questions to ask and why, how toanalyse and interpret results, and comparingresults with benchmarking data. Long-term unemployed (claimedJobseeker’s Allowance or earlierunemployment benefit for more thana year). Small business owners whoemployed fewer than 20 peoplesuch as corner shop owners, smallplumbing companies, retail shopowner, single restaurant or cafe owner,taxi owner, garage owner. Other such as retired, this questiondoes not apply to me, I don’t know. I prefer not to say.Regardless of where you are on your journey,you should ask applicants, apprentices andyour workforce this question:Question 1: What was the occupationof your main household earner whenyou were aged about 14? Modern professional and traditionalprofessional occupations suchas teacher, nurse, physiotherapist,social worker, musician, policeofficer (sergeant or above), softwaredesigner, accountant, solicitor, medicalpractitioner, scientist, civil/mechanicalengineer.Senior, middle or junior managersor administrators such as financemanager, chief executive, largebusiness owner, office manager, retailmanager, bank manager, restaurantmanager, warehouse manager. Clerical and intermediateoccupations such as secretary,personal assistant, call centre agent,clerical worker, nursery nurse. Technical and craft occupations suchas motor mechanic, plumber, printer,electrician, gardener, train driver. Routine, semi-routine manual andservice occupations such as postalworker, machine operative, securityguard, caretaker, farm worker, cateringassistant, sales assistant, HGV driver,cleaner, porter, packer, labourer,waiter/waitress, bar staff. Why ask? This is the best measure wehave to assess someone’s socio-economicbackground. Not only that, but it’s easy tounderstand, it gets the highest responserates in testing, and it’s applicable to thoseof all ages and from all countries.23 How to analyse? Report socio‑economicbackground in 3 groups, following thisguide: Professional backgrounds –modern professional and traditionaloccupations; senior or junior managersor administrators Intermediate backgrounds – clericaland intermediate occupations; smallbusiness owners Working class backgrounds –technical and craft occupations;long‑term unemployed; routine,semi‑routine manual and serviceoccupations Exclude or report separately –other; I prefer not to say23 For more, see the Cabinet Office’s research on this question; Measuring Socio-economic background in your Workforce, 2018.22 Toolkit: Financial and professional services
How to interpret? Review the proportionof applicants and staff members from eachsocio-economic background – is thereequal or close to equal representation fromeach group? If not, which is the dominantsocio-economic group? Compare yourresults to the following national, industryand sub-sector
8 Research in this section is from new analysis of the Labour Force Survey, which supported the development of this toolkit. 9 Social Mobility Commission, Simplifying how employers measure socio-economic background - An accompanying report to new guidance, 2021 The industry's benchmark The financial and professional services
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