First-Generation Professionals: Not Always Who You Think They Are

Written By Michelle Hoover

Who do we assume are First-Generation Professionals?

As the first in their families to enter the white-collar world, First-Generation Professionals can often be associated with historically marginalized groups such as immigrants and people of color. In particular, the end of race-based affirmative action has compelled some higher-education institutions to increase recruiting efforts for first-generation students in an effort to maintain racial and ethnic diversity on campus 1

And yet, according to the National Association of Student Personnel Administrators (NASPA), 46 percent of first-generation college students identify as white, which suggests that a significant number of FGPs could potentially be working-class white men. 2 .

While “first generation” was first legally used as a way to identify disadvantaged students without referring to race or ethnicity, the concept is not exclusive to any particular race, ethnicity, or gender 3 .

FGPs experience common challenges across many varied identities, including race.

Greg Marchi, a Baem research participant, entered the workforce 40 years ago as a white working-class man; he was the first in his family to hold a white-collar position, and, with his siblings, was among the first to attend college. Now a successful entrepreneur and global executive-development leader, Greg described the discomfort of navigating his career without the model of a parent in a professional career:

When I worked in environments filled with people whose parents were successful in business (their parents all went to universities), it was a little more challenging for me. You just don't have anybody to go to. You can't ask your own parents because they don't know. I think if my parents were college educated and were more professional, they would have explained politics in the workplace a little bit better for me: That it's not just about doing a good job; it's about managing the politics. At the time, I didn't have that guidance. 

FGPs, regardless of their background, often confront a unique set of hurdles in fields typically dominated by those with affluent families and established networks. Our research at Baem reveals that challenges shared by all FGPs include a lack of social capital and a need for exposure to successful white-collar professionals through mentoring and development opportunities. Individual managers and leaders who cared about him helped mitigate the challenges he faced, Greg said. 

Through the first-generation lens, companies can solve for a community with shared needs to boost employee engagement and retention. 

While the need to provide FGPs with structural support in the workplace has been well documented, what remains unclear is how many people identify as FGPs or are even aware of the term4. Raising awareness of this category among employees and validating the experiences of working-class white men like Greg can forge vital connections across identity groups and facilitate a broader conversation about less visible barriers to workplace inclusion. In Greg’s experience, his blue-collar background made it more difficult for him to interact and adjust to office culture compared to his colleagues:

While the need to provide FGPs with structural support in the workplace has been well documented, what remains unclear is how many people identify as FGPs or are even aware of the term. Raising awareness of this category among employees and validating the experiences of working-class white men like Greg can forge vital connections across identity groups and facilitate a broader conversation about less visible barriers to workplace inclusion. In Greg’s experience, his blue-collar background made it more difficult for him to interact and adjust to office culture compared to his colleagues:

I never realized I was a First-Generation Professional until later on in my career. My [continuing-generation] peers are a little more collegial, I think because of the social circles that they run in. When I was growing up, a country club was for the rich people, right? By having things in common growing up, they tend to be able to have conversations whereas I'm trying to think about what's “right” to say. It just comes because they're similar and have more opportunities outside of the workplace to interact because of their social upbringing – opportunities that maybe I never did.

I never related that to being first generation or continuing generation. I just thought, “Those guys grew up in a different world, and I wish I knew what they knew. How can I gain some of that without having multigenerational parents or the network they have underneath and around them?”

Other research has found that factors beyond typical demographic categories may be just as or even more important in shaping how individuals experience the workplace5. Such factors could include age, socioeconomic background, immigrant status, and life context (e.g., being a caregiver or part of a dual-career household). As the conversation around economic diversity continues to grow, affirming a layered view of individuals through the first-generation lens can help organizations consider more holistic inclusion and engagement strategies6. FGPs are those with intersectional identities who face additional obstacles in navigating predominantly white male spaces; FGPs are also working-class white men who do not fit into traditional diversity categories. Companies that engage FGPs representing this multiplicity of experiences gain a strategic advantage.

Recognizing the common themes of the FGP experience opens an opportunity to develop more employees through policies that complement or expand upon existing initiatives. By creating the conditions for FGPs to succeed, organizations can better engage and retain them to realize the value of their full potential.

How might your organization begin to consider the FGP experience?

  • How does your organization support economic diversity?

  • What existing initiatives that target employees with specific identities could potentially provide an opportunity to support a wider segment with similar needs?

  • In addressing the needs of FGPs, what new approaches could be generated to benefit your entire organization?

  • How might increasing awareness of shared challenges across seemingly disparate employee groups help facilitate a more dynamic culture?

Resources

4

"Qualitative Research on Barriers to Workplace Inclusionfor First-Generation Professionals." Center for Behavioral Science Methods Research and Methodology Directorate, Issued 1 May 2019. https://www.google.com/url?q=https://www.commerce.gov/sites/default/files/2019-07/Qualitative%2520Research%2520on%2520Barriers%2520to%2520Workplace%2520Inclusion.pdf&sa=D&source=docs&ust=1697735920044343&usg=AOvVaw2fY3Obdox2tlNrAGrCjD-X
Michelle Hoover https://www.baemleadership.com
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