'It's about creating a sense of belonging'
Employee resource groups (ERG) can become a valuable asset for organizations, according to a new research study.
However, there are a few pitfalls that employers should be aware of, such as heightened stress and burnout among participants.
Engagement is greater — at 90% — for those employees involved in ERGs versus 73% for workers not involved, found the study by Workhuman.
It included survey input from more than 4,100 full-time employees in Canada, the U.S., U.K. and Ireland.
For one senior HR leader, the results are in line with what she sees in working with employee groups.
“For people who are invested in this work, it’s a part of their identity. They’re passionate when they’re in the ERG; they find a sense of community and space for authentic authenticity, so it doesn’t surprise me that that increases engagement,” says Muriel Thompson, director of impact and employee relations at Colliers in Los Angeles.
“But, at the same time, usually this work is on top of a day job, so I could see it being more stressful because they’re doing it on top of everything else they have to do.”
ERGs are a valuable part of DEI efforts
At Sun Life, having these types of employee groups is vital to the company’s diversity and inclusion strategy.
“It’s about creating a sense of belonging. Our inclusion networks play a vital role in upholding a culture of inclusion and diversity and they create spaces where employees feel empowered to share and to connect. Each network supports and advocates for the many different diverse populations at Sun Life,” says Emily Schur, senior-vice president, global talent human resources at Sun Life in Boston.
The company brands its ERGs as inclusion networks to reflect the company’s DEI strategy. It currently includes 11 networks with more than 10,000 employees involved.
“When we last ran our global engagement survey, we had a striking result: 95% of our employees said that Sun Life supports diversity in the workplace and I know that our inclusion networks helped us to achieve that result,” she says.
By having a robust program, a positive light is shone for both the current workforce and potential candidates, says Schur, as her company recently began an emerging professionals network (EPN) for younger workers just beginning careers.
“They want to have business impact and a compelling career and so this EPN will have substantial impact and it sends a message that we care about career development, and opportunities on an ongoing basis. It sends a message — both internally and externally — that our diverse communities will have material impact on our businesses,” she says.
HR’s role with ERGs
Employee groups should also be consulted on external messaging, says Thompson, especially to diverse communities.
“They are an additional listening post for employers who want to hear more about employee concerns and to be able to act on them. They can be a check for authenticity on issues, without which you might be guessing; so, for example, if we wanted to speak out on an issue concerning the Black community, we would go right to the ERG.”
But what role can HR play when it comes to setting up these employee groups?
Start by being the repository of organizational knowledge and best practices, says Thompson.
“Usually, HR are owners in that space and so they can help the ERGs to understand how to propose policy changes, what it might look like, how do you get something like that implemented,” she says.
“And because they have a broad purview of this work, they can also help new ERGs learn lessons from ERGs that are already in place.”
They typically will have seen what has and hasn’t worked, says Thompson, “and they can be a receptacle for that information so that as you spin off new ERGs, they’re not starting from the bottom; they get a little bit of a head start because HR can share what’s worked and what hasn’t.”
ERGs work when they become a more important part of the organization’s strategy planning, says Schur.
“They influence business decisions by providing insights on new markets [and] product development, multicultural marketing to really enhance our reputation in the marketplace — that’s a terrific benefit. They bring a collective voice to help us to uncover issues that are specific to the needs of our diverse community.”
Leadership support for ERGs
Don’t forgot to recognize ERG efforts to keep employees engaged and willing to put in the work, says Thompson.
“It doesn’t have to be with money but find ways to make sure that your team members know that this work is valued and that in doing it, they are leaders and culture champions within your organization.
“Just find a way to let them know that their contributions are valuable to your organization if you want to have an ERG program that’s going to sustain itself and thrive.”
ERGs succeed when there is strong leadership support, according to Schur.
“We engage executive sponsors who lend their voice around the executive table to advance the goals of those inclusion networks, so we create those connections.”
