How To Create Inclusion And Belonging, According To A First-Generation Harvard Expert

Public health officials recommend workplaces create cultures of inclusion to fulfill the well-being needs of social support and belonging. First-generation Americans are often left out of the belonging conversation. For clarity's sake, first-generation immigrants are the first foreign-born family members to gain citizenship or permanent residency in the country. Pew Research Center found the foreign-born population in the U.S. reached 44.8 million, or 13.7% of the U.S. population in 2018. The number of immigrants living in the United States is projected to almost double by 2065. Trauma and stress are common in first-generation immigrants, according to the National Alliance on Mental Illness. 

Headspace, a digital mental health company, released a new report, finding that work stress is driving lasting negative impacts on employees' mental health, physical health issues and social health. When we foster cultures of inclusion, we help reduce stress and create space for an employee's work and career to bloom, directly impacting multiple dimensions of well-being.

To help fill in the knowledge and insight gaps around creating greater belonging and inclusion for first-generation Americans, I connected with Gorick Ng. Gorick is a career adviser at Harvard University, specializing in coaching first-generation, low-income students. He's also the creator of an insightful weekly newsletter and the Wall Street Journal best-selling author of The Unspoken Rules: a how-to guide to empower talent from underrepresented backgrounds to rise to leadership positions.

Rachel Montañez: To foster greater understanding, can you share three unique challenges that first-generation American professionals face?

A lack of knowledge 

Gorick Ng: A lack of knowledge of the "unspoken rules" of navigating a corporate environment—down to how to communicate professionally, speak up in meetings and "manage your manager." 

A lack of mentorship and sponsorship

Ng: A lack of mentorship and sponsorship exacerbates the divide between the insiders who know and the outsiders who end up navigating corporate America through trial and error. So, one of the most impactful things we can do is share what we've learned with that new hire—especially that one who may not know anyone on the team. And for those who are in those closed-door meetings on whom to hire and whom to promote, one of the most impactful things they can do is be the one to ask, "Hey, have we considered so-and-so?"

A lack of confidence

Ng: A lack of confidence is exacerbated by a lack of knowledge of the unspoken rules and a lack of mentorship and sponsorship. It's easy to feel alone, discouraged, and like an imposter. You don't know how things work—and you don't know anyone who knows how things work.

Montañez: What advice would you share with a leader who wants to set up a first-generation employee resource group?

Ng: Get sponsorship from senior leaders! 

Without someone with access, authority and a budget banging on the table for more investment in first-generation professionals, the ERG risks becoming an employee social group rather than an employee resource group. A social group organizes events. A resource group gives employees a voice, helps employees ascend in the organization, and invests in the growth and development of its members. 

First-generation professionals don't just need a social group; they need a resource group.

Montañez: What are some subtle ways managers may unknowingly glorify the American culture in the workplace?

Ng: Have you ever overlooked a candidate because of the spelling of their name, the way they communicate, the school they went to, the degree they got, their foreign work experience or where they are based? If so, you've unknowingly glorified American workplace culture.

I remember speaking with employees of a global Fortune 100 company who told me about how they felt like second-class citizens simply because they didn't work out of the company's headquarters in the U.S. It was hard to deny that this bias existed because if you looked at this company's C-suite, they had all risen within HQ. There was little room for the tens of thousands of employees working outside the U.S.

Montañez: What's your advice for leaders who want to create effective diversity hiring programs?

Ng: Consider inviting international students to apply—and ensure that the dreaded "Do you require visa sponsorship now or in the future?" isn't automatically filtering people out. It feels like a big risk to hire someone who may require visa sponsorship, but consider this: Graduates of specific STEM programs can get a "STEM OPT Extension" that can allow them to work in the U.S. for up to three years, which is well above the tenure of the typical entry-level hire anyways. 

Other visa programs, such as the H-1B1 (for nationals of Singapore and Chile), the E-3 visa (for Australian nationals) and the TN status for nationals of Canada and Mexico, make hiring internationals less risky. Even if you are looking at an international candidate who requires H-1B sponsorship, you may find they are loyal, flexible and don't project entitlement. 

Montañez: Tell us something overlooked about the intersection of talent development, diversity and inclusion and the first-generation experience?

Ng: Early career talent development is a big overlooked opportunity! I scoured the internet and created a database of 1,000+ organizations (in the public, private, and not-for-profit sectors) that offer internships, analyst programs, rotational programs, or leadership development programs. And while 1,000+ may seem like a lot, 1,000+ is tiny when you consider how many organizations exist in the U.S. alone!

Considering that college students are becoming more diverse than ever (and a growing share of college students are the first in their families to pursue higher education) and entry-level employees are tomorrow's leaders, building a diverse leadership bench begins with hiring, developing, retaining, engaging and promoting—entry-level employees.

As the workforce becomes more diverse, we must reexamine our workplace culture, policies, and practices and address the unique challenges so everyone's career and well-being are supported.

This article was first published on Forbes.com.