Zurich UK: Social mobility and belonging vital amid class barriers

Zurich UK’s latest research highlights the importance of promoting social mobility in the insurance sector and beyond, as class-based barriers persist. According to the report, one in five people say they have experienced discrimination in the hiring process because of their socio-economic background.

This figure alone suggests talent is being overlooked – not because of capability, but because of perception. The research also shows that nearly a quarter of those who faced class-based discrimination were told they weren’t the right fit.

Social Mobility and Belonging

What is most concerning is that these barriers to people from different backgrounds can be subtle and built in, often unintentionally. Hiring decisions have often been influenced by subjective measures, such as “culture fit” or “communication style”. These are not just isolated incidents – they point to embedded practices that risk excluding individuals before they had a fair chance to demonstrate their potential.

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More than half of UK adults believe organisations operate with unspoken social rules and one in five say they don’t feel they truly belong at work or can be their complete self. Belonging shouldn’t be reserved for those who intuitively understand these unwritten cues – it should be a key part of the employee experience.

Challenges in the Workplace

Beyond recruitment, these challenges can continue inside the workplace. For many, these barriers begin long before they even step into an interview. From not having access to professional networks or mentors, to facing financial constraints that limit their ability to attend interviews or take on unpaid internships, these obstacles exist and can compound.

To consider social mobility seriously, the journey into employment needs to be recognised as being just as important as progression once inside it. At Zurich, they believe that talent and ambition exist in every community – and it’s their responsibility as employers to ensure that opportunity does too.

This begins with rethinking how they define potential and move away from traditional markers of success towards a more skills-based, inclusive approach to hiring. For example, this includes designing a recruitment process that is fair, accessible and transparent and equipping hiring managers to recognise and challenge bias.

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Creating an inclusive culture where people feel they belong is something that is really important. This includes representation, mentorship and creating workplaces where individuals can be themselves completely. When people feel supported and valued, they are more likely to succeed – which in turn benefits employers.

Unlocking Social Mobility

Unlocking social mobility is essential to building resilient, future-ready organisations. Employers have a clear responsibility to challenge outdated assumptions, broaden access to opportunity and ensure people are judged by their skills and ambitions, not their start in life. By doing so, they can create a more inclusive and diverse workplace, where everyone has the opportunity to succeed.

According to the report, social mobility is critical to ensuring that everyone has access to the same opportunities, regardless of their background. By promoting social mobility, employers can help to break down these barriers and create a more level playing field.