A First-Generation Professional Profile: Dawn Shaw
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.
Myth-busting for FGPs: “Keep Doing What You’re Doing” Isn’t the Great Feedback You Think It Is
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.
A First-Generation Professional Profile: Jonathan Howard
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.
Why Finding and Fostering Hidden FGP Talent Benefits Both Sides
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.
From the Founder: How I showed up as an FGP … in Kindergarten
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.
A First-Generation Professional Profile: Cesar Grisales
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.
Five Reasons to Invest in a First-Generation Professional Talent Strategy
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.
A First-Generation Professional Profile: Rafael Flores
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.
Lacking a Diverse Leadership Pipeline? Develop your FGPs
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.
A First-Generation Professional Profile: Cindy Campbell
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.
For Soon-To-Be FGPs (and Their Employers): Maximize the Internship
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.
Hypothesis: FGPs Are More Engaged People Leaders
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.
From the Founder: Could Mental Health Benefits Support Retention of Early-Career FGPs?
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.
From the Founder: Self-Reflection Drives FGP Research
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.