Uncovering Hidden Talent: Why a Skills-First Lens Drives Social Mobility and Organizational Success

Social mobility: the lesser-known dimension of inclusive organizations

Research has proven the dividends that come with diversity¹ but while progress has been made on gender and ethnicity, social mobility-how individuals move between social strata-remains stubbornly limited.

When people from different socio-economic backgrounds are able to enter, develop, and progress within an organization, businesses benefit from a broader mix of perspectives and experiences. That diversity of thought can improve problem-solving, decision-making, and connection with customers and communities.

In the US, workers from lower social class backgrounds are 32% less likely to become managers than their higher-class peers². In the UK, young people from the least advantaged areas are far less likely to access higher education or high-tariff universities, with knock-on effects for career opportunities and earnings. Yet, evidence shows that capability and potential are not the preserve of any one’s background.

Where skills-first can make the difference

For CHROs, being the Chief Skills Officer provides a clear opportunity: move from a narrow focus on jobs and credentials to a dynamic, skills-first view of the workforce. By focusing on what people can do, rather than where they studied or who they know, organizations can uncover hidden talent and open up more equitable pathways into roles and progression. This matters not only for individuals, but also for businesses that need to strengthen resilience, innovation, and long-term capability.

Skills-based practices can support social mobility in several practical ways.

• Widen entry points

By mapping and assessing skills across the workforce, organizations can identify individuals who have the potential to excel. Research shows³ that many “STARS” (Skilled Through Alternative Routes) possess the critical thinking, service orientation, and adaptability needed for higher-paid roles, yet are screened out by degree requirements alone.

• Improve progression

Organizations can provide development pathways for all, regardless of background, so more employees can access the support they need to grow. This also strengthens the employer brand and demonstrates their commitment to equity and inclusion.

• Make opportunity more transparent

Clearer expectations around what skills are needed for the next role, and how those skills can be built, help employees understand how to move forward. That clarity is a powerful lever for fairness.

Integrating social mobility into skills strategy

CHROs should start by looking at where bias may be built into existing processes. Degree filters, vague promotion criteria, and inconsistent access to development are all common barriers. Reworking these areas can have an immediate impact on access and progression.

From there, organizations can build more structured pathways that support growth for all employees. This might include skills-based hiring, transparent internal mobility opportunities, targeted development programs, mentoring, and manager training to recognize potential more consistently.

Measurement also matters. If organizations want to improve social mobility, they need to track who gets hired, who gets promoted, who gets access to development, and where people drop out of the pipeline. Without effective data, it is difficult to know whether opportunity is truly broadening.

Talent is everywhere, opportunity isn’t

A focus on potential, not just pedigree, is both a moral and commercial imperative. By broadening how and where you look for skills, you not only drive social mobility but also build a workforce that is more resilient, innovative, and ready for the future.

For CHROs, this is a chance to lead the organization in building a talent strategy that is as inclusive as it is effective, one that uncovers hidden gems, supports growth, and ensures the business can adapt faster than the market changes.

Discover more about how a skills-first approach can help your organization unlock hidden talent and drive sustainable success. 

¹McKinsey, “Delivering through Diversity” (2018)

²Harvard Business Review, “The Forgotten Dimension of Diversity” (2021)

³Rise with the Stars (2022)