Introduction: Visible and invisible diversity
Diversity, equality, and inclusion have become priorities for many businesses. However, most efforts focus on visible criteria such as gender, race, or religion, largely ignoring an equally crucial factor: social origins. This blind spot often deprives companies of true diversity and limits their ability to unlock the full potential of their teams.
This article explores why social origins should be integrated into corporate inclusion strategies, offering inspiring examples and practical solutions to overcome these barriers.
I – Innate privileges: A historical injustice
For centuries, social position was often determined at birth. While modern advances have opened opportunities, elite educational institutions continue to reproduce social inequalities. In France, for instance, graduates of top schools still dominate positions of power.
Inspiring Case: An Indian Example
In India, tech company Zoho has taken the initiative to recruit talent from rural villages and provide in-house training. These employees, often without prestigious degrees, have driven major innovations, proving that talent can emerge beyond privileged circles.
II – A Stalled Social Elevator: A Loss of Potential
According to a study by Professors Paul Ingram and Jean Oh, workers from lower social classes are 32% less likely to reach management positions than their privileged peers. This is often due to a lack of access to cultural and educational codes needed to climb the ladder.
Anecdote: A British Lawyer’s Challenges
A lawyer from a working-class background reported feeling illegitimate during his early years at the bar, despite superior performance. Only after receiving targeted mentorship was he able to overcome these invisible barriers.
III – The Strategic Benefits of Social Diversity
Companies that integrate talent from varied social classes benefit from a wider range of perspectives, greater resilience, and a better understanding of diverse customer bases.
Concrete Example: American Military Leadership
A study on American military leadership revealed that leaders from modest backgrounds exhibited more empathetic and mobilizing leadership styles. These qualities, crucial in demanding environments, also bring added value to the corporate world.
IV – Starting the Correction: Practical Solutions
To incorporate social dimensions into corporate diversity, several actions are needed:
- Measure social origins: In the UK, the government has established clear indicators to assess social class, such as parental education level or attendance at public schools.
- Ease academic requirements: In France, Xavier Niel’s school 42 offers an alternative to elitist paths by training talent through practical projects rather than degrees.
- Promote internal talent: Mentorship programs and regular evaluations can identify and promote talented employees regardless of their social origins.
Conclusion: Double-impact diversity
While visible diversity is essential, including social origins allows companies to truly transform. By valuing often-overlooked talent, organizations can not only enhance performance but also bridge historical divides and build genuinely inclusive teams.
