“There are tech companies out there that will only take on university graduates - they're missing out on such a massive pool of talented people. Everyone can be a developer."
James Atherton, Development Manager at Chubb Fire and Security (FS) is a huge advocate of tech apprenticeships – he’s seen them work in practice.
At Corndel, we passionately believe that education is a vehicle for social mobility that should be accessible to all.
In his role, he manages a team of software and hardware developers to develop platforms which protect critical national infrastructure facilities throughout the UK. He recently hired a new apprentice, Farhan Munshi, who is undertaking the Software Engineering apprenticeship programme with Corndel. The impact has been almost immediate.
“Our apprentice, Farhan, went away on the Corndel boot camp and came back a different person. Suddenly, all the technical jargon we were throwing around, he understood. We had planned to start with basic test projects, but it became apparent that we were wasting time. He needed to be challenged with more complex tasks. The difference was significant."
Farhan's story shows that not everyone has to follow the same path to career success and social mobility in the UK.
The stark fact is that just 9% of tech employees come from a lower socio-economic background. That’s much worse than the traditionally ‘elite’ professions of finance (29%) and law (23%). And it’s less than a quarter of the figure for the UK workforce as a whole (39%).
Tech companies should actively seek to nurture internal talent and provide alternative pathways for employees to upskill in their careers, breaking down the barriers traditionally associated with higher education.
This is a particularly pressing issue given the state of social mobility in the UK today.
The stark fact is that the Tech Talent Charter’s recent report on diversity in the tech sector shows that tech is elitist.
To make things worse, the Social Mobility Commission found that the UK's youth face being worse off than their parents.
This is the backdrop against which Corndel, a strategic skills partner in leadership and data skills, conducted our research with 300 senior decision-makers in UK businesses.
At Corndel, we passionately believe that education is a vehicle for social mobility that should be accessible to all. High-quality education that is free to the person undertaking the qualification, like professional apprenticeships, changes lives and can have a profound effect on social mobility if used as part of a wider EDI strategy.
Our research revealed...
Social mobility is important to business decision-makers personally and professionally, and 9 in 10 report that it's an integral part of their company’s EDI strategy.
Although 85% of business leaders believe apprenticeships are an effective way to tackle social mobility, only 2/3rds plan to use them in the next year. This is a missed opportunity.
A Missed Opportunity for Tech Leaders
According to our research, despite 85% of businesses believing apprenticeships are an effective way to tackle social mobility within their organisations, only 2/3rds plan to use them over the next year.
This untapped potential of apprenticeships in the UK is a missed opportunity for organisations striving to address social mobility, especially for the tech sector.
The gap between business leaders who believe apprenticeships are an effective tool to address social mobility and those who actually plan to use them reveals a significant oversight in harnessing the potential of the Apprenticeship Levy, a valuable and low-to-no cost tool available to organisations.
The Apprenticeship Levy represents more than a financial commitment; it is a catalyst for individual transformation. At Corndel, we know this is true – only 47% of Corndel apprentices previously held a degree before undertaking an apprenticeship with us.
Apprenticeships in DevOps and Software Engineering can be a game-changer for many, offering a chance to enhance their skills and instil the confidence needed to change their life circumstances. For instance, learners who completed the Corndel Level 3 apprenticeship in Management experienced tangible benefits: 29% received a pay rise, 53% were entrusted with more responsibilities, and a significant 63% felt more prepared to advance in their careers.
These outcomes show the real impact that strategically using the Apprenticeship Levy can have on individual lives and career trajectories. Tech companies, by tapping into this resource, not only contribute to the professional development of their workforce but also actively participate in addressing social mobility.
Apprenticeships in Context
Although a powerful tool for personal and professional development, it’s important that business leaders acknowledge that apprenticeships will not single-handedly address issues of social mobility.
The importance lies in embedding these apprenticeships within a broader strategic context that incorporates a range of equality and diversity initiatives.
Apprenticeships contribute to social mobility by offering individuals hands-on experience and learning opportunities that are fully integrated into their work roles.
This means that those who may not have the financial resources or the luxury of time for more traditional educational pursuits, can still access pathways for career advancement.
Targeted interventions within apprenticeship programmes can be specifically designed to support individuals with additional responsibilities, like childcare or other caregiving duties.
By combining apprenticeships with broader diversity and inclusion initiatives, tech leaders can truly champion social mobility and foster a more equitable and dynamic workforce.
Clearly, there's an appetite from business leaders to use the Apprenticeship Levy strategically to improve social mobility.
However, the gap between those who want to use apprenticeships to improve social mobility, and those who actually plan to, shows organisations need more support in making this happen.
We know it's complicated, and there are many stakeholders to get on board, and measurement plans to put in place.
Our guidance for CTOs, on the next page, can help close the gap between potential and reality.
