How Employee Resource Groups can help you create real change at work

As a senior leader, how do you know what’s really going on within your organisation and the workplace culture you’re hoping to create there? What middle management likes to report upwards may not necessarily reflect the truth on the ground of how your team are thinking and feeling day-to-day.

For staff members who perhaps are not yet in a leadership position, how do you get to make an impact on aspects of your workplace that really matters to you?

The answer to both problems comes from creating and empowering effective employee resource groups.

What is an Employee Resource Group?

Employee Resource Groups (ERGs), also known in some organisations as affinity groups, are voluntary, employee-led groups often established to support individuals who share common backgrounds, interests, or experiences.

These groups can revolve around various dimensions of diversity including race, gender, ethnicity, sexual orientation, age, and disability, among others. The primary objectives of ERGs include promoting diversity, equity, and inclusion, offering a sense of community and support for members, and advancing the organisation’s broader mission.

Within ERGs, members can come together to address shared challenges, celebrate their unique identities, and create an environment where everyone feels valued and acknowledged. These groups play a pivotal role in driving change by not only supporting their members but also acting as catalysts for broader organisational transformation.

Why are ERGs significant in the workplace?

There are several reasons why employee resource groups can have a powerful impact within a workplace. These can include:

Fostering inclusivity

ERGs play a crucial role in fostering inclusivity and breaking down barriers within organisations.

They provide a platform for employees to engage in open and honest conversations about their experiences and help others to understand different perspectives.

In doing so, ERGs contribute to creating a workplace culture that is more welcoming and understanding.

Empowering under recognised groups

ERGs empower under recognised employees by giving them a voice and a sense of community.

They provide a safe space for sharing experiences, seeking advice, and working collectively to overcome challenges specific to their group.

This empowerment, in turn, leads to increased engagement, retention, and performance among these employees.

Driving organisational change

ERGs are not limited to just supporting their members; they can act as catalysts for broader organisational change.

By providing insights into the unique needs and concerns of their respective groups, ERGs help organisations make more informed decisions and implement policies and practices that promote diversity, equity, and inclusion.

Professional development

ERGs often offer opportunities for skill development, mentorship, and leadership roles within the group.

This contributes to the professional growth of their members and can result in a more diverse leadership pipeline for the organisation.

Building employee networks

ERGs facilitate the creation of valuable professional networks. They encourage interactions between employees who might not typically collaborate, which can lead to fresh perspectives and innovative solutions for workplace challenges.

How can organisations harness the potential of ERGs?

Senior leadership support

The active support of senior leadership is vital for the success of ERGs. Leaders should not only endorse or sponsor the groups, but also actively participate in events and discussions.

This will send a strong message about the organisation’s commitment to diversity and inclusion.

Resource allocation

Adequate resources, including time, budget, and space, should be allocated to ERGs. This includes funding for events, training, and any initiatives the groups wish to undertake.

These resources demonstrate the organisation’s investment in fostering a more inclusive workplace.

Inclusive policies

Organisations should consider input from ERGs when shaping their policies and practices.

For instance, feedback from a gender diversity ERG can help in refining parental leave policies, while input from a disability-focused ERG can lead to accessible workplace modifications.

Metrics and accountability

Establishing key performance indicators (KPIs) related to diversity, equity, and inclusion can help measure the impact of ERGs.

Organisations should track metrics such as diversity in leadership positions, retention rates, employee satisfaction and psychological safety scores to gauge their progress.

Cross-ERG collaboration

Encourage ERGs to collaborate across different dimensions of diversity. This promotes a holistic approach to inclusion and allows for shared learning and support.

Education and training

Regular diversity, equity, and inclusion training should be provided to all employees, with ERGs playing a central role in developing and delivering these programmes.

This helps in raising awareness and promoting understanding, while enabling those passionate about the topic to make tangible impacts.

Open channels of communication

Organisations should establish open channels of communication between ERGs and senior leadership.

This includes regular meetings, feedback mechanisms, and transparent reporting on the progress of initiatives.

It is also critical that senior leadership reports back on related progress they have sponsored within the business as a result of the feedback from the ERGs.

Celebrating successes

Recognise and celebrate the achievements of ERGs and their members. Highlight success stories, contributions to the organisation, and the positive impact of their initiatives to encourage more employees to take part.

Conclusion

Employee Resource Groups are a powerful tool for creating real change in the workplace. By fostering inclusivity, empowering under-recognised groups, and driving organisational change, ERGs help organisations build a diverse and inclusive culture that benefits everyone.

To harness the full potential of ERGs, organisations must offer support, allocate resources, and actively engage with these groups. In doing so, they can not only meet the demands of the modern workforce but also strengthen their competitive edge in an increasingly diverse global marketplace.

Lauren Neal

Lauren Neal is the author of Valued at Work: Shining a Light on Bias to Engage, Enable, and Retain Women in STEM

Valued at Work