The Forgotten Dimension of Diversity
Summary.
Workers who come from lower social-class origins in the United States are 32% less likely to become managers than those who come from higher social-class origins. That represents a disadvantage even greater than the one experienced by women compared with men (27%) or Blacks compared with whites (25%). Social class disadvantage in the workplace prevails in every major economy around the world. In discriminating against people who come from a lower social class, we’re discriminating against a majority of the workforce—a grossly harmful indulgence, especially when you consider what happens if you don’t discriminate. According to the author’s research, GDP is higher per capita in countries where more managers come from lower social-class origins. Companies pay a lot of attention to issues of gender and race, and for very good reason. In this article, the author argues that it’s time to focus equally on social class disadvantage. In doing so, he notes, firms reinforce their efforts to combat other forms of disadvantage. He explores the root causes of the problem and lays out the most promising interventions that are emerging from research and practice to help remediate it.
I once had a student in my executive education class, a managing director at a global bank, who told a heartrending story of her first steps toward professional success. As a teenager she had become a mother, and to make ends meet she’d worked cleaning offices. Even though she was dealing with substantial hardship at home—caring for a young child while defending against an abusive partner—she always brought a spark to her work, and soon she caught the attention of a manager at the bank. Sensing her potential, the manager encouraged her to apply for an entry-level white-collar job at the bank and to pursue training in finance—developmental steps that won her admission into the bank’s professional ranks and then allowed her to start rising up the managerial ladder. By the time she and I met, she held a top job negotiating massive debt deals and was working alongside colleagues who had started in positions right out of elite universities. The work she was doing required grit, courage, and a deep human understanding—qualities that I venture are more common among the stars of custodial crews than among the middling members of junior-analyst groups hired each year out of universities.