The Role of Employee Resource Groups (ERGs) in Fostering Inclusion

Introduction

Over the years, I’ve participated in, led and even launched Employee Resource Groups (ERGs; aka Affinity Groups). Some have been incredibly effective, working closely with HR and leadership to drive meaningful change, whilst others are largely for show to tick the box on appearing inclusive. 

A common challenge comes with being volunteer organisations, so people often float in and out, initially expressing enthusiasm, but many dropping off once the real work starts. I’ve found that the dedicated few, who lead with passion and personal experience, can transform ERGs and drive more engagement and change than the business itself through policies and training can achieve. 

ERGs are an important contributor to a company’s inclusive journey, creating a sense of belonging and empowerment, and what I have very much enjoyed, an opportunity to meet like-minded people from different parts of the business whom you would not interact with otherwise.

The Value of ERGs

McKinsey & Company found that ERGs are an important part of DEI infrastructure, and these employee-led groups can:

1. Foster inclusion - creating a sense of belonging, and promoting a welcoming and fair environment for all employees, by allowing employees to be their authentic selves, and deriving more meaning and purpose from work. 

2. Improve diversity - when ERGs help with recruiting strategies and efforts, including collaboration with panels and recruiting events. 

3. Promote external impact - helping companies build brand visibility through volunteer activities and giving to causes the ERGs consider important.

4. Represent the voice of the customer - including ERGs and diverse employees in product and service design, to ensure they meet the needs of diverse customers.

Best Practices

Through ERGs, employees can build networks, access professional development opportunities, and collaborate on initiatives that address systemic barriers to equity and belonging. Adopting some best practices will help ensure companies, leaders and ERGs work cohesively together to drive successful outcomes:

1. Clear purpose and objectives: ensuring ERGs are included in DEI strategy setting, and that company goals are inclusive of ERGs, and ERG goals are aligned with company DEI goals.

2. Senior leadership buy-in: active sponsorship and support from senior leaders across the business, with centralised budget management to ensure equity amongst ERGs.

3. Employee feedback: encouraging active participation and feedback opportunities from ERG members, to ensure the most relevant issues continue to be addressed.

4. Meaningful engagement: providing opportunities for members to engage in meaningful activities that contribute to their professional development and the organisation's DEI goals.

5. ERG leader recognition: leaders and managers providing support and the time for employees to lead ERGs, a task beyond their day-to-day and often worked on out of office hours, and giving appropriate recognition and reward whenever possible.

Case Studies

PT Astra International Tbk , the Indonesian conglomerate, has a strong Woman Leaders Program, which includes a mentorship and support system, leadership training, panel sessions, community building and networking opportunities.

Sony ’s Disability ERG helps support employees with disabilities through awareness and education of the issues that the community faces. The ERG helped create an ABLE@Playstation inclusive language guide that has helped resolve misunderstandings and improve communication. The Accessibility Empathy Lab allows all employees to experience simulations of impaired mobility or vision, helping to build understanding for colleagues and the broader disability community. The Lab also drives innovations that help support people with disabilities.

Accenture ’s Pride ERG has over 90 groups in 45 countries, and champions LGBTQ+ inclusions through inclusive policies; fair recruitment, promotion and retention guidelines; equal access to medical plans for same-sex partners and domestic partners; transgender-inclusive healthcare coverage.

Johnson & Johnson (J&J) has 12 ERGs that focus on shared identities and experiences, applying these perspectives to initiatives that create value for all of J&J. The company believes that the ERGs are in a unique position to provide insights that drive better outcomes for employees, customers, patients, and communities. One of the ERG is the Nursing Alliance, which is a support network and knowledge sharing forum for nurses within the global pharmaceutical company.

Google ’s ERG for Googlers as they age, Greyglers, recognises the vital contributions people of all ages contribute within the company. The group helped launch an Aging Awareness and Celebration Week, involving a series of speakers and knowledge sharing opportunities, discussing ways to foster productive working environments for Googlers of all ages.

Call-to-Action

ERGs are an important component of DEI strategy. These grassroots initiatives have the power to drive tangible change, elevate underrepresented voices, and foster a culture of belonging and collaboration. As a leader within your organisation, actively participate, sponsor and speak up for an ERG that resonates with you. If one does not fully resonate, take action to build one that does. Invest time and resources in the growth and empowerment of ERGs, to help unlock your diverse workforce and make your company and community better for it.

References

• McKinsey, “Effective employee resource groups are key to inclusion at work. Here’s how to get them right”, Dec 2022.
• PT Astra International Tbk, “Sustainability Report”, last accessed July 2024.
• Sony, “Sustainability Report 2023”, 2023.
• Accenture, “Pride at Accenture”, last accessed July 2024.
• Johnson & Johnson, “Employee resource groups”, last accessed July 2024.
• Google, “2024 Google Diversity Annual Report”, 2024.