If you asked to picture the most unequal British industry, what springs to mind? Banking? Law? Or another gilded occupation? The answer, perhaps surprisingly, is technology. Despite employing more than two million people, or about 6.3 per cent of the UK workforce, only 9 per cent of technology employees come from lower socioeconomic backgrounds.

This is a far smaller figure than the traditionally “elite” professions of finance, at 29 per cent, and law, at 23 per cent, as well as the 39 per cent of the nation’s overall labour force.

While, in the wake of the Black Live Matter riots, technology firms rushed to launch diversity, equity and inclusion programmes, the Tech Talent Charter, the technology sector’s government-funded diversity body, recently announced that it was folding, citing a “lack of commitment” from within the industry.

“We are at a pivotal moment for the future of the UK’s tech sector. Great progress has been made, but now too many companies are ‘quiet quitting’ [diversity, equity and inclusion programmes] and there is real risk of going backward,” Debbie Forster, the Tech Talent Charter chief executive, said.

There has been significant change in the past decade, with a doubling in the number of technology roles held by women in Britain. However, as technology is the country’s fastest-growing sector, with an estimated economic impact of £82.6 billion, more must be done to ensure a level careers playing field.

Forster believes that greater access to jobs not only will plug “the gaping chasm between supply and demand for tech skills”, but also ensure that the industry does not “leave behind those sectors of society not adequately represented within its ranks”.

It’s a view echoed by Sarah Atkinson, boss of the Social Mobility Foundation. Its annual Social Mobility Employer Index is the national benchmark of working-class progression, yet Atkinson laments that “the tech sector prides itself on being innovative and forward-thinking, but it is dragging its heels on social mobility. Currently, very few tech companies enter our Social Mobility Employer Index.”

So what can employers and the government do to help work working-class candidates click with technology careers?

Atkinson highlights unequal technology education, with 95 per cent of state schools in the wealthiest decile offering a computer science GCSE, compared with only 60 per cent in underprivileged areas. Alongside this, many poorer households lack access to a computer or a stable internet connection. “Employers should make allowances for this when hiring and look for transferable skills,” she argues.

Industry experts suggest that employers also should seek to remove unpaid internships, which unfairly advantage those wealthy enough to complete them. In the foundation’s latest research, almost two thirds of those age 16 to 24 working in technology said there was “pressure” to undertake an unpaid or expenses-only internship to ensure that they get a job in the sector.

Visibility of rising working-class technology stars is also vital. The Syrian father of Mustafa Suleyman, DeepMind’s co-founder, father worked as a taxi driver in north London, while Gary Izunwa, chief executive of Tangent, the recruitment platform, grew up in a low-income, single-parent household and is now helping others to follow his route up.

“Exceptional talent can be found all across the UK, but if the tech sector continues to rely on nepotistic recruitment channels, it will continue to suffer from a lack of diversity of thought and will miss out on the large amounts of potential we have in our country,” Izunwa said. “It’s time for change.”

Top tips on becoming a technology leader

Harnessing technology is the key to a career in the sector, says Gary Izunwa, from Jointangent.com. Having made the leap from working-class to industry leader, he shares his advice.

● Use your story. If you come from a working-class background, perhaps you had to work multiple jobs to support your family. Your authentic story can help employers to understand what an opportunity means to you and can encourage them to buy-in to your success

● LinkedIn is essential. Think of LinkedIn like your digital CV. Without a profile, recruiters will struggle to find you. Use the platform to connect with relevant people and companies.

● Be proactive and creative. Set up job alerts. When a role opens, use apollo.io to get the email details of the hiring manager. Don’t merely send your CV but stand out by sending a short video of yourself and your interests. This doesn’t have to be perfect, just be yourself.

● Seek out companies doing it right. Amazon offers a Jobs Project with Barnardo’s and Career Choice, which covers up to 95 per cent of tuition and fees in qualified study fields.

● Use technology-focused communities and job boards. Platforms such as Otta, Ada’s List and Colorintech are helpful.

‘Thinking out of the box gets you ahead’

Trishika Gujadhur, 24, swapped charity fundraising for a role as business development representative for Reachdesk, £50 million technology business. She now works in the building she used to work outside, raising money for charity.

“Getting a job in tech from a working-class background is all about remembering your strengths,” Gujadhur said. “Growing up working-class means you’ve likely learnt to communicate with several different types of people and know how to think creatively to get by. People buy from people they like, so thinking outside of the box is what gets you ahead. Capitalise on those skills.

“Employment programmes and platforms specifically for working-class people are bridging the gap between those that have a professional network and those that don’t. This makes getting a role into the popular, lucrative and elusive world of tech more accessible and helps the UK to make the most of all its talent.”

All employees should take time off

Almost two thirds of employees do not use their full annual leave entitlement, exacerbating levels of burnout. Jeff Dewing, the chief executive of Cloud and a gold award winner from Investors in People, encourages his employees to book their full allowance early in the year. He explains: “The fact that 14 per cent of people don’t take their full annual leave because of companies not encouraging time off is shameful. As leaders, it’s our responsibility to set an example and take time off.”

Listen to other views

Bosses who actively seek out opposing and challenging feedback from advisers can make better decisions, according to Michael Smets, from Oxford University’s Saïd Business School. The “power of doubt” concept allows leaders to foster an environment where their team can speak truthfully and sharpens bosses’ “ripple intelligence”. He said: “Doubts are to bosses what nerves are to elite athletes: a source of focus and insight when harnessed constructively; a threat to peak performance when not.”

Out of the office? Be polite about it…

This week is the most booked-off of the entire year, but firms increasingly are cracking down on unprofessional or inappropriate out-of-office messages. Natasha Letchford, senior associate at Wilsons Solicitors, said: “In the event that a seriously misjudged out-of-office message gets a negative reaction, this could be dealt with as a disciplinary matter, but this would be easier for an employer to pursue if they had provided guidance on acceptable communication styles.”

Personalise your CV and don’t rely on AI

AI may be changing recruitment, but AI-generated content in a CV is considered to the biggest red flag for hiring managers. A new study from CV Genius found that 57 per cent of UK recruiters dislike seeing the same AI-created generic phrases across multiple CVs. Eva Chan, a careers expert, said: “With so many people relying on them, it’s getting easier to spot AI-generated content. Take the time to personalise your CV, and it could be what helps you get that interview.”

Appointment of the week

Drinkaware, the alcohol charity, is hiring a director of operations and programmes. The organisation’s mission is to give government, industry, communities and individuals the knowledge and support to make informed decisions about alcohol and how to reduce the harms it can cause.

As director of operations and programmes, candidates will have a crucial role in leading delivery of the charity’s social impact. Working collaboratively with funders and internal departments, the new appointee will oversee the strategic and operational delivery of Drinkaware’s advice, content, products and programmes, as well as ensuring the effective implementation of public-facing information and behaviour change campaigns. Channels include public-facing campaigns and digital services, information and guidance, evidence-led advice to governments and industry, independent research, consumer insight and evaluation.

As such, applicants must be fluent in the use of data. Preference will be given to candidates with a background in senior, operationally focused roles, as well as a proven track record in developing and delivering successful programmes and services. Drinkaware is particularly interested in candidates knowledgeable in digital service design and delivery.

Apply at appointments.thetimes.com