Is your social class holding you back in your career?

If you are the first in your family to embark on a professional career, you could face particular challenges

Briidging the class gap at work can be a challenge.

The importance of diversity, equity and inclusion in the workplace has been well established. But one factor of identity has largely been left out: socio-economic class.

Research has shown that moving up the socio-economic ladder is becoming more difficult, and class bias has been known to affect lifetime earnings. Studies on first-generation college students also suggest disparities may follow them into their post-college careers.

Few studies have investigated the workplace experience of those from different socio-economic backgrounds. To fill this knowledge gap, we conducted a study of first-generation professionals, or FGPs. Also known as class migrants, FGPs are those who move from working-class roots to white-collar careers. We included FGPs and non-FGPs in the study to produce comparative data. Here’s what we learned about FGPs and what company leaders can do to support them.

FGPs were likelier than others to report that structured programs were helpful to their careers. For example, we asked each survey respondent how they obtained their first professional job and found 23.7 per cent of FGPs acquired their jobs through a work-study program at college, compared with just 7.6 per cent of non-FGPs.

Likewise, FGPs were almost twice as likely as non-FGPs to report they found employee resource groups helpful during their first job (23 per cent and 12 per cent, respectively). In contrast, non-FGPs indicated they were likelier to lean on family and friends for support and advice.

FGPs were also significantly likelier to report that professional development and leadership training was useful for their careers, contributed to promotions and improved their skills. “Code switching” means adapting one’s communication, appearance and mannerisms to fit in. It’s widely documented that people of colour feel pressured to act differently at work to be accepted. We found people from working-class backgrounds often feel similarly. Many FGPs also reported being shocked and disappointed that their hard work and results were notably less important to their careers than knowing how to communicate in a certain way and build networks. As one respondent explained: “At first I thought, oh … just as long as I’m a great worker, right? You know, I do what I need to do, I’ll get promoted fast. That’s not the case. What it really is, is your contacts. Building that network.”

In our survey, considerable differences arose between FGPs and non-FGPs when participants were asked directly about how they felt in the workplace. They were asked to rank several statements on a five-point scale. FGPs rated almost every statement lower than non-FGPs, including: “My personality type is valued,” “I have access to decision-makers,” “I feel comfortable talking about my family and personal life”. This tells us overall feelings of inclusion and belonging are likely lower for FGPs.

Most leaders understand the benefits of programs that help prepare employees for greater success in the workplace. But ensuring that employees actually know about the programs is key. Use both formal and informal communication channels, and incorporate employee feedback or success stories to help drive interest and participation.

Minimising corporate jargon and speaking in a way that allows everyone, regardless of their background, to contribute is critical to help reduce the pressure on FGPs and others to code switch.

When speaking to groups, use examples, stories and analogies that aren’t specific to a certain socio-economic class. For example, references to sports such as golf or skiing or asking people to recall their childhood family vacations make those who aren’t familiar with those experiences feel left out and confused about the meaning of the message. In some cases, managers might require one-on-one coaching and targeted feedback, as using class-based language can be a tough habit to break.

Training for new employees also can help level the playing field. If your company or industry uses nuanced language or specialised vocabulary, create an internal wiki or glossary of terms with definitions, examples and visuals to help ensure common understanding of language and terms. If acronyms and idioms are used frequently in communication, make sure they’re spelled out, defined and relevant to the work situation.

Many companies focus their talent management strategies on “culture fit”. This can exclude high-potential talent who may not be familiar with or understand the preferred behaviours of your workplace.

Examine the unwritten rules in your organisation and consider whether they’re understood by employees from varying backgrounds. This can include the methods used to recruit and hire; preferences for how employees should talk, act and look; or the criteria used to select individuals for promotion. Be mindful not to make assumptions about their experience or knowledge. Instead, flip the script and learn how your organisation can incorporate and value varying experiences.

Martha Burwell is a social scientist. Bernice Maldonado is the founder of First Gen Talent.

Copyright 2022 Harvard Business Review/Distributed by NYTimes Syndicate