The accountancy profession has made significant strides in widening access over the past decade. Across Yorkshire and the Humber, firms are working harder than ever to recruit talent from a broader range of socio-economic backgrounds. School outreach programmes, apprenticeship pathways, contextual recruitment and partnerships with organisations focused on social mobility, such as Ahead Partnerships and Access Accountancy, are increasingly becoming part of the mainstream.
That progress should be celebrated, but while many organisations have become better at helping people get through the door, evidence increasingly suggests that people from disadvantaged backgrounds continue to face greater challenges progressing through organisations once they are hired. The issue today is not simply one of access; it is one of advancement.
Research from The Bridge Group consistently shows that socio-economic background remains one of the strongest predictors of career progression. Studies across professional services and financial services demonstrate that employees from lower socio-economic backgrounds take longer to reach senior leadership positions than their more privileged peers. One recent study of more than 210,000 employees found that people from lower socio-economic backgrounds took around 16% longer, almost two additional years, to progress into senior roles. At the same time, those from professional backgrounds remain disproportionately represented in leadership positions.
The challenge is not a lack of talent. It is the barriers that can emerge throughout a career. Informal networks, access to sponsors and mentors, confidence gaps, differing expectations of workplace culture, regional disparities and limited visibility of progression pathways can all influence who moves forward and who remains stuck. These barriers are often subtle rather than deliberate. Yet their cumulative effect can be profound.
That is why I was pleased to participate in Access Accountancy’s recent senior leaders’ roundtable, which was facilitated by The Bridge Group and hosted by BDO in Leeds as part of wider Social Mobility Day activities. The event brought together leaders from across the profession to discuss the social mobility progression gap and identify practical actions that firms can take to address it. The discussion focused not only on recruitment but on progression, accountability and workplace culture. The findings will contribute to wider research examining why people from lower socio-economic backgrounds progress more slowly into middle and senior roles within accountancy.
Several themes emerged. First, there was broad agreement that many firms have invested heavily in early-career interventions and widening participation programmes. However, fewer organisations have applied the same level of rigour to retention and career development. Second, participants highlighted the importance of managerial accountability. If organisations are serious about social mobility, progression outcomes must be measured, monitored and discussed with the same seriousness as recruitment targets.
Third, regional perspectives matter. Too often, opportunities remain concentrated in a small number of locations. Yorkshire and the Humber possess exceptional talent, but people should not feel that career advancement requires relocation to London or other major centres. A stronger focus on regional opportunities can support both social mobility and economic growth.
The accountancy profession has always benefited from diverse perspectives. Different life experiences bring fresh thinking, stronger decision-making and a better understanding of the communities and clients we serve. Diversity of thought is not simply a social objective; it is a business advantage.
The Leeds roundtable reinforced that social mobility is now moving into its next phase. The conversation is no longer solely about opening doors. It is about ensuring everyone who enters our profession has an equal opportunity to succeed once they are inside.
The findings from the research being undertaken by The Bridge Group, alongside the insights gathered from the BDO-led discussions, will help shape longer-term support systems across the profession. That means focusing on sponsorship, leadership development, inclusive workplace cultures and clearer progression pathways.
The profession has shown it can improve access. The challenge now is to make progression genuinely equitable. Because social mobility should not stop at the office door. It should extend all the way to the boardroom.