This article was written by André Darmanin, the Equity, Inclusion and Belonging Lead at Municipal Affairs and Housing, Ontario, Canada. André is also the Founder & CEO of Urban Equity Consulting.
- The problem: The public sector has largely overlooked the critical discussion of class within the framework of equity, diversity and inclusion (EDI), failing to address the nuanced challenges and unique perspectives it brings to the workforce.
- Why it matters: Socioeconomic diversity is essential for creating an equitable and inclusive society; it enriches our problem-solving capabilities, drives innovation and ensures our policies and services are truly representative of and responsive to the diverse needs of the community.
- The solution: To foster more inclusion and equity, we must prioritise socioeconomic diversity within EDI strategies, leveraging data-driven decisions, diverse leadership, mentorship programmes, community engagement and accountability measures to dismantle systemic barriers and empower all individuals, regardless of their socioeconomic background.
Six years ago, an Apolitical article from Gabrielle Ramos highlighted the call to action to address social mobility. While this discussion has permeated in various parts of the world, it has not reached the public sector in North America.
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To collectively build a more inclusive and equitable society, we as public servants have an imperative to talk directly and unflinchingly about the challenging issue of socioeconomic class. We can no longer overlook it in the critical discourse about equity, diversity and inclusion (EDI). Socioeconomic status, delineated by financial stability, education and job role, is an underacknowledged factor in our understanding of diversity, introducing unique experiences, insights and challenges to the workplace.
As public servants, addressing these socioeconomic disparities is more than an act of social justice — it's a strategic move that unleashes innovation, drives nuanced policy development and enhances service deliverance. A more socioeconomically diverse workforce improves our understanding of and response to heterogeneous needs, driving comprehensive growth.
With an understanding of class and social mobility and its relevance in the current economic scenario, we have the power to bridge disparities.
A failure to address class and social mobility in EDI strategies inadvertently permits a form of bias: one where the voices and realities of low socioeconomic background (LSEB) professionals are underrepresented at decision-making tables. This omission neglects the dynamic range of problem-solving approaches, insight and ideas such individuals bring to their organisations.
Understanding class and social mobility in EDI
At the heart of EDI strategies is a recognition of individual differences and acknowledging our collective responsibility to include these differences in our working environments. Socioeconomic class, depicting the societal layering of individuals based on factors such as education, financial status and occupation, often gets overlooked in EDI discussions.
Social mobility — the ability of an individual or family to move up or down the socio-economic ladder — plays a significant role in shaping the divergent experiences and perspectives individuals bring to the workforce. Providing opportunities for upward mobility to individuals from low socioeconomic backgrounds is more than a matter of social justice; it is also a catalyst for driving innovation and excellence in the public sector.
When we incorporate class and social mobility in our EDI programmes, we ensure that our teams truly represent the society we serve. Implicit biases, preconceived notions about people from specific socioeconomic backgrounds and systemic class barriers hinder this inclusion. A commitment to socioeconomic diversity transcends barriers, catalyses unexplored perspectives and solutions and creates a genuinely inclusive environment.
Relevance in today's socioeconomic climate
Our current socioeconomic climate is marked by rapid and significant changes due to technological advancements like artificial intelligence (AI), global economic shifts and the long-standing impacts from the COVID-19 pandemic. These significant influences have shed light on and amplified pre-existing socioeconomic disparities.
While increased digitisation and automation offer opportunities for growth and innovation, they also create economic challenges, especially for low socioeconomic employees. Furthermore, the pandemic has resulted in job losses and financial stress, disproportionately affecting those at the lower end of the socioeconomic spectrum.
In tandem with these shifts, urgent calls for social justice movements are igniting conversations around systemic inequities, bringing socioeconomic diversity to the forefront of EDI dialogues. Thus, socioeconomic inclusion isn't just relevant; it's imperative to the resilience and adaptability of our public service workforce in the face of contediversitymporary challenges.
Addressing socioeconomic diversity has advantages beyond fairness. A representative workforce, conscious of the complexities and nuances of its society, is better equipped to innovate and devise policies that balance economic progress with social equity. By integrating socioeconomic class into EDI, we create an opportunity to tackle socioeconomic disparities and shape a work environment that is resilient, adaptive and genuinely representative of the society it serves.
Ensuring socioeconomic equity: Roles and responsibilities
Public sector organisations and public servants have a shared responsibility in achieving socioeconomic equity. Here are some actions that can be taken:
Embrace data-driven decision-making: Accurate, reliable data on socio-economic backgrounds enables organisations to identify inequities and take informed actions. By using this data, we can establish clear goals and carve well-targeted strategies to address disparities in representation and opportunities in the public sector.
Implement and support training and mentorship for Low Socioeconomic Background (LSEB) employees: Offering skill-building programmes, mentorship and peer support initiatives can provide LSEB employees with a nurturing environment to grow and contribute effectively.
Cultivate diverse leadership: As employees, we can actively participate in workplace discussions and advocate for diverse leadership, paving a pathway to an inclusive organisational culture. Ensuring that public sector organisations reflect diversity in leadership can motivate employees from diverse backgrounds to aspire to higher positions. This representation is critical for shaping an inclusive organisational culture.
Engage community engagement and education: Public sector organisations can invest in initiatives that break down barriers to socio-economic inclusion. These include programmes that foster employability skills, offer tech training and address imposter syndrome. Engaging with schools and local communities can help public sector organisations tap into a rich talent pool, fostering socio-economic diversity from the early stages of career development.
Hold organisations accountable: Transparency, performance appraisals and setting executive accountability are crucial when instituting and sharing data-driven results of diversity initiatives in the public sector. Clear demonstration of progress or setbacks can help bolster organisational commitment to improving EDI efforts, yielding an honest, informed understanding of the journey towards socioeconomic diversity.
Incorporating socioeconomic diversity into EDI programmes is crucial for a thriving and representative public service. With an understanding of class and social mobility and its relevance in the current economic scenario, we have the power to bridge disparities. Let's collaborate and adopt data-driven decision-making, support systems, training, leadership representation, community engagement and accountability to create an inclusive, equitable and prosperous public sector.
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(Image credit: Unsplash)
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