Invisible Barriers: What Are We Missing About Inclusion?

As an HR professional deeply committed to building truly inclusive workplaces, I often think about the invisible barriers that quietly hold back talented colleagues.

These are not headline-grabbing issues – but their impact is profound. From hidden caregiving roles to class-based assumptions, recognising and addressing these quieter exclusion points offers a real opportunity for cultural transformation in any workplace.

Caring Responsibilities: Invisible, Yet Impactful

In the UK, around 44% of the workforce juggle paid work with unpaid caring responsibilities, with working women especially affected, as they make up 85% of sole child carers and 65% of sole carers for older adults…yet many remain invisible in the workplace. Research shows nearly one in eight workers hide their caring duties from employers, fearing it might jeopardise their career prospects or lead to poor perceptions.

This invisibility carries costs—not just for individuals, but for businesses too. Employers lose substantial value through reduced engagement, productivity losses and turnover, and alarmingly, 43–48% of working carers report worsened mental or physical health since taking on caring roles.

But here’s the opportunity: when employers proactively acknowledge and support carers – from day‑one flexible working rights to internal carers networks and paid support policies – retention, wellbeing, and engagement are all found to improve.

Socio‑Economic Background: The Unseen Class Ceiling

Socio-economic background often lurks behind professional assumptions and acts as another key invisible barrier to inclusion. Despite visible gains around gender and ethnic diversity, ‘class’ remains under‑attended in many DEI agendas. In FTSE 350 organisations, over 70% of board members come from higher socio-economic backgrounds, while only 15% hail from lower socio-economic groups.

Ignoring this dimension not only overlooks deserving talent, it risks perpetuating homogenous leadership and missing out on fresh perspectives. Social mobility initiatives and skills‑based recruitment – such as removing degree requirements and broadening apprenticeship entry routes – are shown to boost both inclusion and performance. Firms taking action (for example, mentoring first‑generation professionals or embedding pay transparency) are unlocking value, especially among ambitious segments of the workforce.

Turning Invisible Barriers into Inclusion Opportunities

So, how can employers begin to transform these hidden challenges into drivers of an inclusive workplace culture?

• Normalise the Conversation – create safe spaces (networks or forums) where people can share non‑parental caring commitments or socio‑economic experiences without penalty, and use regular check‑ins to uncover hidden pressures.
• Flexible Policies That Truly Help – go beyond the statutory one week unpaid carer’s leave under the Carer’s Leave Act (2023), and consider paid leave, backup care support, or flexible hours that recognise unpredictable needs.
• Objective Progression Structures – mitigate class‑based bias by implementing skills‑based assessment, transparent promotion criteria, and structured sponsorship for employees lacking legacy networks.
• Measure What’s Invisible – collect data on caring status and socio-economic background confidentially, and see where staff from these groups fall off in promotion or pay progression. This can then be used to track inclusion impact over time.

Invisible barriers matter – but they’re also solvable. By bringing caregiving and socio-economic disparities into clear view, employers can drive thoughtful inclusion that benefits individuals, teams, and the broader organisation.

If you would like to discuss how we can support you in addressing these invisible inclusion barriers, please get in touch with me at therese@orgshakers.com