Optimising ERGs for empowerment, innovation and inclusion

Louise Molloy explores the pivotal role employee resource groups can play in fostering a diverse, inclusive and transformative work culture

As a leadership development expert, I have worked with many employee resource groups (ERGs). An ERG is a voluntary, employee-led diversity and inclusion initiative formally supported by the company.

ERGs are generally organised on the basis of common identities or interests and support employees by providing frameworks for learning, discussion and networking with the aim of creating a more inclusive workplace.

When done right, ERGs can transform people’s work experience and contribution, driving company performance. When done wrong, however, ERGs can damage trust and inclusion.

It pays to invest the time and resources into getting it right. An ERG’s impact will be determined by the shared commitment of both the company and its individual employees.

Steps for ERG success

Having often partnered with ERGs on initiatives to drive allyship, self-empowerment and career advancement, successful ERGs have a clear agenda aligned with the company mission and an activity plan agreed with senior leadership.

ERG leaders who are committed and empowered to devote the necessary time and resources to deliver on the ERG priorities are also crucial.

Stakeholder engagement is a key component of ERGs, both internally and externally. Participation in an ERG cannot be considered an extracurricular if companies are to avoid damaging trust or goodwill.

Some practical steps for ERG success include:

1. Documenting the ERG goal and how it aligns to your Diversity, Equity & Inclusion (DEI) strategy;
2. Surveying staff to establish baseline priorities for the ERG;
3. Developing an annual plan to deliver on the priorities identified;
4. Clarifying ERG leaders, allies and member roles;
5. Considering the skills required to deliver and budgeting accordingly;
6. Agreeing on how to measure ERG impact and getting feedback on initiatives;
7. Supporting alignment between ERG groups;
8. Being ambitious – aim for allyship, career advancement and leadership connection;
9. Communicating ERG scope, capacity and resourcing for shared understanding of what can be delivered;
10. Offering professional development for ERG leaders – e.g. access to company leaders; and
11. Formal support and recognition for ERG contributions.

Think bigger

If your organisation doesn’t have an ERG, start one. If it does, ask yourself: is it ambitious enough? Don’t stop there, though: continue asking yourself this question every time there is a new initiative to create a more inclusive workplace culture.  

Remember that there’s always more that can be done to create an inclusive workplace.

Louise Molloy is Managing Director at Luminosity Consulting Limited, a leadership advisory business