Diversity, equity, and inclusion (DEI) have become cornerstones of corporate culture—but a new Boston Consulting Group (BCG) study suggests one major factor still flies under the radar: socioeconomic background.
In a global survey of 27,800 employees across 16 countries and 19 industries, BCG found that employees from financially disadvantaged backgrounds reported inclusion scores 13 points lower than their peers from more privileged upbringings. The gap cuts across demographics, industries, and job types—affecting everyone from frontline staff to executives.
And while climbing the corporate ladder typically boosts one’s sense of inclusion, the data shows that for these employees, the gap actually widens as they rise. At the senior manager level, their inclusion scores trail by 10 to 14 points, underscoring that success doesn’t necessarily bring belonging.
“Socioeconomic background shapes the experience of inclusion profoundly,” said Stephen Hosie, BCG managing director, partner, and lead author of the report. “Companies stand to benefit by expanding their inclusion strategies to recognize and address the experiences of employees from financially disadvantaged backgrounds.”
What’s Behind the Gap
According to the report, growing up with fewer financial resources has a lasting impact on how employees navigate the workplace.
Compared with peers from wealthier backgrounds, employees from low socioeconomic upbringings are:
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38% less likely to benefit from professional networks
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30% less likely to have developed soft skills
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24% less likely to feel comfortable taking risks
Perhaps most telling, only 20% of those who grew up very financially disadvantaged said they can be their authentic selves at work—less than half the share (43%) among financially advantaged peers.
Those numbers highlight a missed opportunity. BCG’s data shows that employees who can show up authentically are 2.4 times less likely to leave, and more engaged, satisfied, and loyal overall. In other words, companies ignoring socioeconomic inclusion may be bleeding talent and performance without realizing it.
Why It Matters for Business
The business case for inclusion has long been established, but this research reframes inclusion as a missed growth strategy rather than just an ethical imperative. Employees from financially modest backgrounds often bring resilience, adaptability, and loyalty—traits that translate directly into stronger performance and retention.
When that potential is stifled by a lack of inclusion, companies lose a competitive edge. “Organizations that widen their lenses to recognize and nurture this untapped talent will unlock new levels of engagement and performance,” said Sebastian Ullrich, BCG managing director and coauthor.
How Companies Can Act
BCG’s article, “Socioeconomic Status Affects the Workplace, Too: Here’s How to Make Sure Everyone Succeeds,” outlines practical steps to close the gap:
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Leadership commitment: Make socioeconomic inclusion a visible and measurable part of DEI strategy.
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Fairer hiring: Redesign hiring processes to identify high-potential candidates from underrepresented socioeconomic groups.
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Structural support: Build mentorship programs, peer networks, and growth pathways tailored to the needs of these employees.
The broader takeaway? Companies already measure gender, race, and disability inclusion—but few track socioeconomic background, despite its proven effect on inclusion and advancement.
With organizations racing to retain talent in a volatile labor market, ignoring this dimension could be a costly blind spot.
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