麦肯锡: 社会流动性如何促进欧洲经济 (英文 32页)

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欧洲在社会流动性方面处于领先地位，但进展却停滞不前。采取行动的企业可以获得显著的绩效优势，同时帮助缩小技能差距并提高生产力。

公正和包容的社会长期以来一直是欧洲国家的强项。欧洲大陆在推进性别平等和社会经济流动性等社会需求方面处于世界领先地位。然而，近年来后者的进展停滞不前，限制了对欧洲竞争力至关重要的经济增长。研究表明，社会流动性可以加速生产力——包括通过提高劳动力参与率、改善技能匹配、增加消费支出、减少人才对企业增长的限制以及降低医疗成本。

如今，超过三分之一的欧洲人面临重大障碍，就业率较低、工作效率较低、职业发展速度比来自较高社会经济背景 (SEB) 的人更慢。最终，这些人的未来受到其父母经济历史的限制。他们和社会都因此受到影响。

这是一个挑战，而且不只是对政府而言。企业在促进更具包容性、任人唯贤和高效的工作场所方面发挥着关键作用，而由此产生的更具活力的经济也将为企业带来巨大收益。 随着欧洲人口老龄化和企业对新技能的需求 ，可用的熟练员工资源正在迅速不足。我们的研究表明，立即采取行动的公司可以获得显著优势，不仅可以更好地获得人才，还可以提高每位员工的价值创造、提高员工保留率和改善决策能力。通过制定战略目标、利用数据驱动的洞察力以及实施与招聘、保留和职业发展相关的有针对性的举措，各种规模和各个行业的公司都可以为欧洲的社会流动性做出贡献。

社会影响可能十分深远：欧洲大陆的 GDP 将增长 9%。此外，如果欧洲社会流动性增强，理论上有可能在不进行任何新培训或再培训的情况下缩小 2030 年的技能差距。这可能是欧洲生产力增长的下一个前沿。

虽然社会流动性在不同国家和不同行业之间存在细微差别，企业应特别注意这一点，尤其是在选择干预措施时。但我们的研究表明，欧洲各国以及不同规模和技能水平的企业都存在对较低 SEB 的人才未得到充分利用以及这些员工的工作体验较差的现象。

我们的报告从三个利益相关者群体的角度分析了社会流动性：社会、雇主和雇员。我们概述了当今存在的挑战，展示了改善社会流动性的潜在经济效益，并建议不同类型的欧洲企业可以采取行动，通过社会流动性提高生产力。

Ajust and inclusive society has long been a strength of European countries. The continent is a world leader in advancing social imperatives such as gender equality and, historically, socioeconomic mobility. Yet progress on the latter has stalled in recent years, limiting the economic growth that is vital for Europe’s competitiveness. Research shows that social mobility can accelerate productivity—including through greater workforce participation, better skills matching, higher consumer spending, fewer talent constraints on corporate growth, and lower healthcare costs.

More than one-third of Europeans face significant barriers today, with lower employment, less-productive jobs, and slower career progress than people from higher socioeconomic backgrounds (SEBs). Ultimately, these individuals’ futures are constrained by their parents’ economic past. Both they and society suffer as a result.

This is a challenge, and not just for governments. Businesses have a critical role to play in fostering a more inclusive, meritocratic, and productive workplace—and a great deal to gain from the more dynamic economy that results. As Europe’s population ages and businesses need new skills, the pools of available skilled employees are rapidly becoming insufficient. Companies that act now can capture significant advantages, our research suggests, including not only better access to talent but higher value creation per worker, stronger employee retention, and improved decision-making. By setting strategic objectives, leveraging data-driven insights, and implementing targeted initiatives related to recruitment, retention, and career progression, companies of all sizes and in all sectors can contribute to Europe’s social mobility.

The societal impact could be profound: a boost to the continent’s GDP of as much as 9 percent. In addition, if Europe became more socially mobile, it has the theoretical potential to close the 2030 skills gap without any new training or reskilling. This could be the next frontier of European productivity growth.

While social mobility has national and sector nuances that businesses should heed, particularly when choosing interventions, our research shows that the underuse of talent from lower SEBs and those employees’ poorer workplace experiences are consistent across European countries and across businesses of different sizes and skill levels.

Our report analyzes social mobility through the lenses of three stakeholder groups: society, employers, and employees (see sidebar “Methodology”). We outline the challenges that exist today, demonstrate the potential economic benefits of improving social mobility, and suggest actions that different types of European businesses could take to boost productivity through social mobility.