Untapped Potential: First-Generation Professionals and Why Organizations Can't Afford to Ignore Them
Often referred to as the “hidden minority” or “class migrants,” First-Generation Professionals emerge as a critical resource in creating a diverse and inclusive workforce.1
FGPs are the first in their working-class families to enter the white-collar world. Cutting across race, gender, and religion, FGPs reflect a diverse range of identities. As defined by the U.S. Department of Commerce, FGPs could be immigrants, children of immigrants, or be U.S.-born of any background.2
Recognized by the U.S. Commerce Department’s Office of Civil Rights as one of the hardest-working and most resilient groups in today’s workforce, FGPs are among the biggest returns on investment for the companies that nurture them.3
Whether they’re Caucasians from blue-collar backgrounds or second-generation Americans from low-earning households, what FGPs share is their strong work ethic, tenacity, and cultural competence. They are also one of the most overlooked groups for cultivating talent. And the FGP population in the U.S. is steadily increasing.
At Baem Leadership, we believe that FGPs possess a unique advantage and are crucial to winning the war on talent.
Through our research, we have identified common traits among FGPs as well as the challenges they face in the workplace. With limited exposure to professional workplaces, FGPs often lack familiarity with expected communication norms, networking strategies, conflict management, and industry-specific jargon. They also tend to feel less connected than their peers.
This is a problem, particularly because the inclusion of FGPs in talent acquisition and development strategies is critical for competing in today’s labor market. What could this look like? The inclusion of FGPs into learning and development initiatives involves helping them navigate the white-collar workplace and address the barriers they face through structured support. It necessitates reexamining legacy policies that may be hindering FGPs’ full potential and reimagining DEI programs to include their involvement.
Considering FGPs in talent initiatives also means recognizing their desires for stability, professional development, and upward mobility in their employee experience. Organizations that satisfy these desires will be far more successful in nurturing FGPs into executive leaders during their journey with the company. This, ultimately, ensures a continually robust executive talent pipeline.
Baem Leadership empowers FGPs and their employers to innovate and grow their success together. In this newsletter, we’ll provide insight into the value of FGPs, what they need in the workplace, and how to tap into their potential. FGPs already contribute to organizational success. With the right support, they can thrive.
1
The Princeton Summer Journal: "You Can't Tell Whose Parents Have Money." https://princetonsummerjournal.com/2016/08/16/you-cant-tell-whose-parents-have-money-the-story-of-first-generation-students/2
US Department of Commerce First-Generation Professionals Initiative. https://www.commerce.gov/cr/programs-and-services/first-generation-professionals-initiative3
US Department of Commerce First-Generation Professionals Initiative. https://www.commerce.gov/cr/programs-and-services/first-generation-professionals-initiative4
Forbes Advisor: 56% Of All Undergraduates Are First-Generation College Students. 13 June 2023 https://www.forbes.com/advisor/education/first-generation-college-students-by-state/