Baem Leadership is dedicated to advancing the visibility and potential of First-Generation Professionals (FGPs), trailblazers in achieving higher education and professional milestones within their families. As thought leaders in this evolving field, we offer five reasons employers should consider FGP-centered strategies for talent retention and leadership development. Our research, in progress, aims to empower companies in identifying and developing FGP talent, enhancing workplace inclusivity, and fostering robust talent pipelines.

Baem Leadership is dedicated to advancing the visibility and potential of First-Generation Professionals (FGPs), trailblazers in achieving higher education and professional milestones within their families. As thought leaders in this evolving field, we offer five reasons employers should consider FGP-centered strategies for talent retention and leadership development. Our research, in progress, aims to empower companies in identifying and developing FGP talent, enhancing workplace inclusivity, and fostering robust talent pipelines.

Baem Leadership is dedicated to advancing the visibility and potential of First-Generation Professionals (FGPs), trailblazers in achieving higher education and professional milestones within their families. As thought leaders in this evolving field, we offer five reasons employers should consider FGP-centered strategies for talent retention and leadership development. Our research, in progress, aims to empower companies in identifying and developing FGP talent, enhancing workplace inclusivity, and fostering robust talent pipelines.

Baem Leadership is dedicated to advancing the visibility and potential of First-Generation Professionals (FGPs), trailblazers in achieving higher education and professional milestones within their families. As thought leaders in this evolving field, we offer five reasons employers should consider FGP-centered strategies for talent retention and leadership development. Our research, in progress, aims to empower companies in identifying and developing FGP talent, enhancing workplace inclusivity, and fostering robust talent pipelines.

Baem Leadership is dedicated to advancing the visibility and potential of First-Generation Professionals (FGPs), trailblazers in achieving higher education and professional milestones within their families. As thought leaders in this evolving field, we offer five reasons employers should consider FGP-centered strategies for talent retention and leadership development. Our research, in progress, aims to empower companies in identifying and developing FGP talent, enhancing workplace inclusivity, and fostering robust talent pipelines.

Explore Cesar Grisales's journey from Cali, Colombia, to Winston-Salem, North Carolina, and his reflections on identity and education at Wake Forest University, where he is assistant director of First Generation Success Programs. Gain insights into his experience navigating social codes, professional challenges, and the nuances of being a first-generation college student at Wake turned First-Generation Professional. Discover how his upbringing and cultural background shape his perspective on career, community, and personal growth in this engaging interview with Baem Leadership founder Michelle Hoover.

Baem Leadership is dedicated to advancing the visibility and potential of First-Generation Professionals (FGPs), trailblazers in achieving higher education and professional milestones within their families. As thought leaders in this evolving field, we offer five reasons employers should consider FGP-centered strategies for talent retention and leadership development. Our research, in progress, aims to empower companies in identifying and developing FGP talent, enhancing workplace inclusivity, and fostering robust talent pipelines.

Rafael Flores grew up in Puerto Rico and the South Bronx. At sixty-two, he has had a long career with the US Department of Defense. Flores recently shared with Baem Leadership Founder Michelle Hoover how, after graduating from Vassar College, he felt he had to leave New York City to find his way as a First-Generation Professional.

Diverse teams drive better decisions, boost employee morale, and enhance profitability. Despite these advantages, executive leadership remains predominantly homogeneous. Learn about the untapped potential of First-Generation Professionals (FGPs) as a solution to diversifying leadership pipelines and achieving organizational growth.

Cindy Campbell, 64, grew up in rural North Carolina. She graduated from college in 1981 with a degree in education, later found herself working in IT, and ultimately landed in executive development. Baem Leadership founder Michelle Hoover sat down with Campbell recently to discuss her experiences as a First-Generation Professional.

Summer internships are about to begin, which means thousands of first-generation college students will enter the white-collar world for the first time. Here are some suggestions for these soon-to-be First-Generation Professionals–and their employers–on how to make the most of this experience for mutual benefit.

Early indicators in Baem Leadership’s research on First-Generation Professionals suggest FGPs may serve as committed people leaders, even if they pursue those roles later in their careers.

First-generation college students perceive receiving more mental health support from institutional resources rather than friends and family. Filling that gap for First-Generation Professionals can serve as an employee-retention strategy.

First-Generation Professionals encounter ongoing challenges throughout their careers, grappling with less access to information about career paths, less confidence in communication and negotiation, and less established professional networks. Acknowledging the persistence of these challenges and taking proactive measures to address them is vital for companies to unlock the potential of FGPs and nurture them as promising leaders.

First-Generation Professionals encounter ongoing challenges throughout their careers, grappling with less access to information about career paths, less confidence in communication and negotiation, and less established professional networks. Acknowledging the persistence of these challenges and taking proactive measures to address them is vital for companies to unlock the potential of FGPs and nurture them as promising leaders.

First-Generation Professionals encounter ongoing challenges throughout their careers, grappling with less access to information about career paths, less confidence in communication and negotiation, and less established professional networks. Acknowledging the persistence of these challenges and taking proactive measures to address them is vital for companies to unlock the potential of FGPs and nurture them as promising leaders.

Gaps in FGPs’ prior experiences and exposure can continue to create challenges when they are asked to move into leadership roles, particularly in the areas of building relationships and a leadership identity. Ensuring that leadership-development approaches recognize these differences can smooth the transition for an increasing number of tomorrow’s leaders.

Though First-Generation Professionals provide powerful advantages for companies, unconscious bias and systemic barriers hinder their entry into the workforce. Learn how prioritizing strengths and inclusivity in interviewing First-Gen Professionals can enable your talent-recruitment, talent-acquisition, and hiring teams to recognize top-tier talent and engage with diverse candidate pools more effectively.

Each year, more than half of all college students are first-gen, and 60 percent of those first-generation students enter the workforce after graduation. The rise of First-Generation Professionals signifies a pivotal moment for organizations to access a growing pool of talent and perspective. Organizations need to pay close attention to FGPs’ increasing numbers and critical role in tomorrow’s workforce.

Each year, more than half of all college students are first-gen, and 60 percent of those first-generation students enter the workforce after graduation. The rise of First-Generation Professionals signifies a pivotal moment for organizations to access a growing pool of talent and perspective. Organizations need to pay close attention to FGPs’ increasing numbers and critical role in tomorrow’s workforce.