Now more than ever, we’re witnessing a shift in our culture. Companies and organizations across the globe invest more and more into equity, inclusion and diversity initiatives to ensure marginalized communities have a seat at the table.
But equity involves much more than simply increasing the number of Black or marginalized employees at your company or creating a diversity committee. Ask yourself this – once they get through the door, how do you support the well-being and growth of these employees? How are you informed of what is needed to create meaningful change?
One way to ensure employees find a community and a sense of belonging in the workplace is by creating employee resource groups (ERGs). ERGs are known for empowering marginalized employees and curating a welcoming workplace culture. If you’re curious to learn more, this article will walk you through the ins and outs of ERGs and how they can spearhead your EDI ambitions.
What are Employee Resource Groups?
ERGs are employee-led groups that strive to create an inclusive and welcoming environment within a company. These groups are grassroots initiatives formed by employees and involve employees from all departments and levels. Generally, these groups are often formed by people with the same background, whether it's gender, race, interest, or culture. As such, a company can have several different ERGs depending on the demographic of individuals.
But how exactly are ERGs different from other EDI initiatives in an institution? Unlike diversity councils or committees, ERGs are led by employees and not controlled or orchestrated by executive leaders. The benefit of an employee-led group is that it allows a safer space for marginalized employees to express their thoughts and concerns without fear of repercussions. Secondly, ERGs serve as a supportive peer network. Within a group of people with similar backgrounds, everyone helps and supports one another's careers, speaks on racial/gender issues within the company, and creates a safe space for marginalized employees to express themselves freely.
The Impact of ERGs
ERGs are not an entirely new concept. It all started in the 1970s when a group of Black employees at Xerox aimed to combat racism within the company and society. They then formed a group and used it as a platform to speak on racial issues, their experiences and more.
Since then, more Black ERGs have emerged in organizations. Companies like Amazon, Apple, KPMG and other large corporations have well-established ERGs. As a result, many of these organizations are witnessing lower turnover rates, increased productivity and greater career advancements for Black and marginalized employees. ERGs can also help executives form decisions on employee promotions.
Challenges ERGs Face
While ERGs can have a significant impact on your organization, there are a few challenges that ERGs can run into.
· Having an unclear purpose or mission statement: Knowing what role an ERG can do to elevate equity in an organization is key. Make sure to always maintain clear communication with your team members and work together to narrow down the purpose of your ERG.
· Not having defined roles within the group can often lead to confusion within a group if no clear expectations or roles have been assigned. As such, make sure you nominate a leader and assign tasks to everyone in the group.
· No measurable goals: When there are no defined goals, group members can become divided on what success means for the team. It’s important to discuss what goals the ERG wants to achieve and how to measure the success along the way.
What Makes an ERG Successful
Like any EDI initiative, creating an ERG is not a one-and-done situation. These groups need funding and executive support to serve their purpose within an organization.
Additionally, leaders must be cautious of how much emotional labour they place on individuals within an ERG. They shouldn't be solving every equity, or inclusion issue within the company, nor should they be responsible for delivering such a drastic change to an organization. That work falls on everyone within an organization, especially leadership. Besides these cautions, below are a few factors that make ERGs successful in what they’re meant to do.
Clear Guidelines
For an ERG to be successful and to foster an inclusive environment, there needs to be a defined set of goals and guidelines that the ERG follows. For example, an ERG could focus on recruitment, retention and/or community engagement within the company. A clear initial focus ensures that ERGs can effectively meet their goals.
· Aligned with Business Goals and Policies
Always remember that an ERG works within a company – it’s not a separate entity that operates independently. ERGs, when working alongside other departments and leaders, can influence the work culture and processes within an organization. For example, the Black ERG at AT&T works alongside the HR team to ensure Black individuals are being hired and that employees have an opportunity to advance within the company.
Funding and Resources
ERGs, like any company's department or committee, need funding and resources to execute their vision. Adequate funding allows members to host events or conferences that have a large impact on marginalized employees in the company. Companies should also consider greater compensation or bonuses for those involved in an ERG.
Building Community
These resource groups all have one thing in common – building a community. While ERGs centre around marginalized individuals, ERGs are also a great opportunity to potentially invite more individuals in the equation. For example, an ERG can host a panel night and welcome employees to learn more about intersectional identities. Allowing space for all employees to learn and support one another will make this group even more impactful. This however may not happen right away and takes time. Do not expect to be invited in until there is a level of trust and know that it may not happen and that is also okay.
Transparency and Trust from Leadership
To ensure that the needs of employees in ERGs are met, there must be a transparent relationship between leadership and the group members. As mentioned before, ERGs are not responsible for emotional labour or to educate leaders on equity, anti-racism, diversity and inclusion. They can only thrive in a work environment that aims to be equitable and inclusive. For example, leaders should be held accountable for any actions that go against EDI. This allows an ERG to reflect the company values and avoid any contradiction within the organization. It is also essential for the ERG to have a direct line of communication to leadership. Perhaps scheduling specific times for leadership to meet with the group.
Leaders within every organization should consider how an ERG can fit within their company. Encourage your employees to find a community among one another and provide adequate support when the ERG is formed. However, it's always important to remember that an ERG can only generate impact when the organization itself aims to foster an equitable environment. Only then can ERGs serve their purpose and support marginalized employees when they need it most.
In conclusion, having ERGs in an organization is not a form of segregation. One book I highly recommend is, Why Are All the Black Kids Sitting Together in the Cafeteria by Beverly Daniel Tatum, PhD.
The blog is curated by Colleen James, Principal and Founder of Divonify Incorporated. Colleen’s work is centered around the dismantling of oppressive systems by working with organizational leaders to address issues of systemic racism, equity, diversity and inclusion. If you enjoyed this blog, please share with others you feel would gain value from it.