Employees from disadvantaged socioeconomic backgrounds report the lowest sense of belonging compared to their peers and face barriers to inclusion at work, according to a Nov. 6 report from Boston Consulting Group.
Those from financially disadvantaged backgrounds reported workplace inclusion scores 13 points lower and satisfaction levels 7-12 points lower than those from financially advantaged backgrounds, the report found. The gap occurred across demographic groups and industries, as well as both desk-based and nondesk-based workers.
“Socioeconomic background shapes the experience of inclusion profoundly,” Stephen Hosie, a managing director and partner at BCG, said in a statement. “Companies stand to benefit by expanding their inclusion strategies to recognize and address the experiences of current and prospective employees from financially disadvantaged backgrounds.”
More employers are considering their workers’ social determinants of work, or the factors that affect how employees show up. These initiatives may include various dimensions of employee wellness, including physical, emotional, financial, spiritual and social components, experts told HR Dive, with the goal of treating workers holistically and meeting them “where they are.”
In the BCG survey of 27,800 employees across 16 countries and 19 industries, the gap grows wider as workers from lower socioeconomic backgrounds gain seniority, even persisting at the senior manager level. In every role, those from financially disadvantaged backgrounds had inclusion scores 10-14 points lower than their peers.
Notably, employees from lower socioeconomic backgrounds reported significantly fewer opportunities for professional growth, which was a key factor associated with lower levels of inclusion.
Compared to their peers, those from financially disadvantaged backgrounds were 38% less likely to say they benefited from personal and professional networks, 30% less likely to develop soft skills and 24% less likely to feel comfortable taking risks. In addition, only 20% said they can be their authentic self at work, compared to 43% of workers from financially advantaged backgrounds.
In response, BCG said, employers can boost inclusion for socioeconomic status by demonstrating leadership commitment to this type of inclusion, rethinking their hiring practices to attract and fairly assess high-potential candidates from lower socioeconomic backgrounds and providing support systems for these employees.
As HR pros face scrutiny over inclusion initiatives, leaders can adjust their programs to communicate that “all are welcome,” legal experts told HR Dive. Organizations can encourage an inclusive workplace where all walks of life and all demographics are represented, they said.
