The problem of measurement
Our research shows that 43% of businesses do not currently measure social mobility and that difficulties in measuring were the primary reason why. It’s clear that there’s still some work to be done in this area.
There's a clear need for guidance and support for businesses on how to measure social mobility. The Social Mobility Commission refers to measurement as "the critical first step".
HR teams can...
Collect data on the socio-economic background of employees and potential recruits. This data can be collected through surveys, interviews, or other means. The Social Mobility Commission has guidance around potential questions that could be used.
Track the representation of people from different socio-economic backgrounds at all levels of the organisation. This data can be used to identify areas where there is underrepresentation.
Measure the progression of people from different socio-economic backgrounds through the organisation. This data can be used to identify barriers to progression and develop targeted interventions.
Compare the socio-economic background of employees to the socio-economic background of the local population. This data can be used to assess the diversity of the workforce relative to the local community.
Degrees vs Apprenticeships
According to our research, two-thirds of UK businesses will use apprenticeships to improve social mobility over the next year.
Of the 300 HR and L&D decision-makers we surveyed, apprenticeships are seen as a key way to improve social mobility in companies, with 85% of respondents agreeing they are an effective way to do this.
HR and L&D teams are increasingly valuing apprenticeships as a valid and desirable qualification in comparison to a degree - when assessing a potential new hire, an apprenticeship is seen as important as a degree (83% vs. 81%).
Interestingly, 85% of HR and L&D decision-makers believe that degree apprenticeships have a role to play in creating equal opportunities for new and current employees.
As a result, over a quarter of businesses will incorporate degree apprenticeships into their recruitment strategy.
In terms of the makeup of senior leadership teams in the organisations surveyed, 45% of senior roles and board members are from diverse social backgrounds, while 40% did not go to university.
This shows that social mobility is already happening in some businesses and that it's possible to reach senior positions without a traditional university degree.
Harnessing the apprenticeship levy for impact
Our research shows there’s clearly an appetite amongst the HR and L&D community to improve social mobility in UK organisations. The Social Mobility Commission state apprenticeships can be an effective way to do this – so what can HR and L&D teams do to make it happen?
Phase 1
Resource the team properly - a multimillion-pound levy doesn’t manage itself
Ensure clear management accountability for optimising the Levy and allocate appropriate resources to:
a) Develop a levy maximisation strategy
b) Properly implement it
c) Manage it on an ongoing basis
d) Review and adjust the strategy based on progress
Phase 2
Have a clear, ambitious, long-term strategy. With resources in place, develop a clear strategy that:
a) Is long term, bold and clear (for example, over the next 3 years we are going to invest £4 million of our levy in developing X, Y and Z corporate capabilities to support our business objectives)
b) Is clear about the intended business impact - to improve social mobility
c) Has board approval and buy-in – it’s a multimillion-pound investment in your people and EDI strategy
Phase 3
Integrate, join up and communicate - HR and L&D leaders should:
a) Actively champion the understanding of what an apprenticeship can be within the organisation and raise the profile of social mobility and its importance
b) Ensure that the strategy for spending the levy is integrated within the organisation’s other HR and L&D functions
Phase 4
Seek commitment and buy-in to levy-funded programmes and social mobility more generally, from across the whole business.
Actively involve, seek endorsement and build champions for the organisation’s levy strategy. If the levy strategy is aligned with equality and diversity corporate objectives and backed by senior stakeholders, the pace at which it can be mobilised will be far quicker and its long-term impact much greater.
Paving the way for a socially mobile workforce
In the face of challenging social mobility statistics, the United Kingdom's corporate landscape is at a crossroads. As our research and case studies have revealed, the apprenticeship levy isn't merely a fiscal obligation – it's a tool waiting to be strategically harnessed to progress social mobility. UK businesses are recognising the importance of this initiative, with social mobility carving out a significant position in their EDI strategy.
Yet, there remains a distance to travel. To make tangible strides in social mobility, understanding the apprenticeship levy is critical, not just as a standalone scheme but as an integrated business tool within the HR and L&D function that can be used to meet broader equality and diversity goals.
Companies like James Fisher & Sons, Ricoh, and Hiscox provide shining examples of what is achievable when organisations lean into the apprenticeship levy with intent, strategy, and vision. Their stories resonate with a broader message: upskilling and investing in people is both a responsibility and an opportunity.
To see real progress, HR and L&D teams must have knowledge, support and a clear roadmap for how the the apprenticeship levy can improve social mobility. In this pursuit, Corndel remains committed to empowering organisations to use the Levy to achieve real-world impact, creating a more equitable, dynamic and socially mobile UK corporate landscape.