The relationship between social value and upskilling has never been more pertinent than in today’s workforce. Social value, which reflects a company’s commitment to positive societal impact, is rapidly becoming a practical tool for addressing some of the most pressing issues the workforce is facing – including the widening skills gap.
As businesses across the UK face an increasingly urgent need to bridge this gap, social value initiatives are proving to be a powerful means of providing opportunities for growth, learning, and development.
Incorporating upskilling into a company’s social value strategy offers a unique chance to address not only economic challenges but also social inequalities. By equipping individuals, particularly those from disadvantaged or underserved communities, with the skills they need, businesses are both nurturing their own future workforce but also empowering individuals to realise their potential.
Building the foundations
In tackling the skills gap, there is a growing consensus among industry leaders that intervention must start at an early stage. It is no longer enough to focus solely on formal education pathways. While academic institutions undoubtedly play a vital role, businesses must partner with schools and educational programmes to provide alternative routes to employability. From vocational training to mentorship programmes, engaging with young people before they enter the workforce allows businesses to provide them with the relevant skills and experiences that academia alone cannot offer.
Businesses can make a significant impact by helping young people understand that career success does not always follow a traditional academic route. This is particularly important in sectors such as facilities management (FM), where job opportunities often go underappreciated. There are countless career pathways within this industry, yet many young people are unaware of them, often due to a lack of exposure to the sector. To address this, companies should go into schools and directly engage students, providing them with a tangible sense of what their future careers could look like.
For example, the growing popularity of apprenticeships within FM offers students the opportunity to “earn while they learn,” a crucial aspect for those who may struggle with traditional classroom-based learning. The aim is not only to equip individuals with technical skills but also to instil a sense of confidence in their own abilities. Upskilling initiatives like these, help to close the skills gap, providing pathways for individuals from marginalised groups, ensuring that opportunities are accessible to all.
Ensuring equitable access to skills development
At the heart of any upskilling strategy is the belief that every individual should have equal access to opportunities. As part of the broader social value movement, many businesses are taking steps to ensure that skills development is not exclusive to a select few but instead accessible to everyone, regardless of background. Companies must focus on breaking down the barriers that often prevent marginalised groups from entering and succeeding in the workforce.
Initiatives that support diversity, equity, and inclusion (DEI) are becoming a priority for organisations across the UK. Many businesses are embracing DEI programmes that provide tailored support to underrepresented groups, such as women, people of colour, and individuals with disabilities. However, a crucial step in upskilling these individuals is addressing the broader socio-economic factors that can limit their opportunities. Partnering with community organisations, local charities, and not-for-profit organisations can provide the support and resources these groups need to develop their skills, build confidence, and find meaningful employment.
Creating a culture of continuous learning
While early intervention and inclusive practices are critical, businesses must also take responsibility for fostering a culture of continuous learning within their organisations. Upskilling should not end when employees are hired; instead, it should be an ongoing process throughout their careers. By offering training opportunities and pathways for career development, businesses can ensure that their employees remain adaptable, motivated, and aligned with the needs of the industry.
One of the key elements of an upskilling culture is leadership. Organisations must demonstrate a commitment to skills development by prioritising learning. This can include offering management training, creating opportunities for cross-functional collaboration, and embedding skills development into performance reviews. By doing so, companies send a clear message that investment in people is just as important as investment in products or services.
The role of mentorship and peer-to-peer is also pivotal. Experienced employees who have built their skills over time are in a prime position to support the development of less experienced colleagues. Whether through formal mentorship programmes or informal knowledge sharing, businesses can utilise the collective knowledge of their workforce to accelerate skills development elsewhere.
A future driven by talent and purpose
As we look to the future, it is clear that the workforce of tomorrow will need a wide range of skills to adapt to a rapidly changing workforce. The good news is that businesses are increasingly recognising their role in shaping that future, not only through technological innovation and financial investment but by nurturing and upskilling the talent that will drive their success.
To truly realise the potential of our future workforce, however, businesses must move beyond reactive approaches and embrace proactive, long-term strategies. It’s not enough to simply address the skills gap as it arises; companies must take a broader view, working collaboratively with schools, communities, and organisations to build a more resilient, agile, and inclusive workforce.
This is where social value and upskilling intersect. Through embedding social value principles into their skills development programmes, businesses can help create a workforce that is not only equipped with the right skills but also driven by a sense of purpose. The organisations that invest in their people, empower their communities, and embrace a culture of learning will be the ones leading the way in the years to come.
Tom Copsey is a senior HR leader with experience building and leading high performing teams within dynamic, fast paced and high growth business environments. With over a decade of operational and strategic experience within recruitment, talent management and learning & development, he has a track record of consistently delivering successful results within both In-house and agency environments, most recently being recognised as the highly commended ‘Recruitment Leader of the Year’ for 2024 by the Talent Labs global awards.
