Employee Resource Groups Impact

If/when at odds, should #EmployeeResourceGroups ultimately serve their communities or their employers' mission? 🤔 There's no easy or straightforward answer to this question, and that's something I've seen myself grappling with every now and then at work. It's important to note that, historically, #ERGs emerged with the 1960s Civil Rights Movement in the USA – marked by significant social and political activism aimed at securing equal rights. So the roots of ERGs would arguably be to focus on certain identity-related agendas. My hypothesis is that what happened since then is that many individuals, cultures and organisations have reshaped their understanding of the role an ERG should play, while failing to communicate that clearly. With different people joining different groups in different places at different points in time with no actual rigour in defining the boundaries of their work, ambiguity arose, and – with that – friction shows up every now and then. Ideally, the goals of ERGs and their employers wouldn't be at odds – after all, #diversity and #inclusion should be beneficial to everyone. However, there can be situations where tensions arise. I've learned (sometimes the hard way) that ERGs can navigate them by focusing on: 1️⃣ Common ground: often, the needs of the ERG community and the employer's mission *can* align. For instance, an ERG advocating for better family-forming benefits will be good for both employees and the organisation (reduced turnover, increased productivity). 2️⃣ Open communication: ERGs can present data on how their goals benefit the organisation. Employers, in turn, should listen to employee concerns and be willing to adapt when possible. 3️⃣ Advocacy (as opposed to antagonism): ERGs should strive to be advocates for their communities within the organisation. They can achieve this through proposing solutions, conducting surveys, and highlighting positive examples from other organisations. 4️⃣ Shared values: sometimes, a compromise might be necessary. If an employer's mission significantly clashes with the ERG's core values, a difficult decision arises. In such cases, the ERG might need to prioritise its community's wellbeing, potentially through advocacy outside the company. 5️⃣ Executive sponsorship: having senior leaders who advocate for ERGs and help bridge the gap between ERG initiatives and organisational priorities can go a long way. 6️⃣ Escalating issues: at times, it will be necessary to escalate concerns to higher management, boards, ombudspersons or external advisors to find resolutions that honour both parties. That comes with inherent risks to both sides, but may potentially drive deep and lasting change. I'd say the ultimate skill to master here is navigating conflicts with sensitivity and a focus on mutual benefits. That is no easy feat, but can help ensure that both the communities and the organisation thrive. What have you learned in your experience?

Your ERG leaders are doing some of the most important culture work in your organization. Here's how to help them thrive. After partnering with dozens of companies on their culture journeys, I've noticed something beautiful: The employees who step up to lead ERGs are often your most engaged, passionate culture builders. They see possibility where others see problems. They build bridges across differences. They create belonging in real time. And many are doing this transformative work on top of their full-time roles. I've had the privilege of coaching these leaders, and here's what they've taught me: They don't need recognition for recognition's sake. They need structure and support to sustain the work they're already passionate about. When organizations get this right, magic happens: ✨ ERG leaders feel valued - their contributions count toward career growth ✨ The work becomes sustainable - with dedicated time and resources ✨ Impact multiplies - when ERGs connect to business strategy ✨ Succession planning works - because the role is attractive, not exhausting ✨ Culture transformation accelerates - with empowered leaders driving change Here's what's working at companies that retain their ERG leaders: • Providing stipends or formal recognition in role descriptions • Building ERG contributions into performance conversations • Allocating real budgets with spending authority • Creating time within work hours (not on top of everything else) • Inviting ERG leaders to strategic planning sessions The organizations thriving in 2025 understand this: Your ERG leaders aren't just planning events. They're architecting the future of your workplace culture. When we resource them accordingly, everyone wins. At Perfeqta, we help organizations build ERG ecosystems that energize rather than exhaust their leaders. Because sustainable culture change happens when passionate people have the support they need. How is your organization supporting the culture champions who make work better for everyone?

How can a Neurodiversity Employee Resource Group (ERG) be a catalyst for change in an organization to help create a work environment where every mind can thrive?   In collaboration with Michael Atlas from Accenture, the Philips Neurodiversity Network and the Accenture Neurodiversity ERG hosted a session to exchange experiences.    In the spirit of sharing, these are four takeaways from our discussion:   1. Leadership involvement is essential   Neurodiversity ERGs can be a strong bottom-up force for change in an organization. They create safe spaces for neurodivergent employees to find connection and belonging, and can elevate their voices to call for improvements to policies or accommodations.    However, top-down support is crucial to bring about systemic changes. That’s why our ERGs work closely with senior management and executive sponsors to foster deeper understanding of neurodiversity through organization-wide training and education.   2. Neurodivergent role models can make a difference   There’s another reason why involvement of senior leaders is so important, especially if they are neurodivergent themselves: they can serve as role models or mentors for junior colleagues.   Many neurodivergent people entering the workforce in previous decades lacked such role models. Many of us felt alone in our struggles. Openly neurodivergent role models in leadership positions can ease the way for future generations by showing that there are different paths to develop a meaningful career.   3. Recognize the diversity in neurodiversity   Neurodiversity ERGs can challenge one-size-fits-all systems in organizations, by highlighting how different employees need different conditions to thrive. But we should be careful not to apply a one-size-fits-all mindset to neurodivergent communities either.   As the saying goes, if you’ve met one autistic person, you’ve met one autistic person - and the same is true for other neurodivergent people. Our needs also evolve over a lifetime, calling for tailored support. Someone who was diagnosed 20 years ago may benefit from a different type of support than someone who is only just now figuring out whether to get a diagnosis.   4. Intersectionality matters    Building on the previous point: neurodiversity doesn’t exist in isolation. It's just one element of who we are as human beings. That’s why a wider intersectional lens is needed to promote holistic inclusion at work.   For example, the Accenture Neurodiversity ERG has created an autism guide that challenges stereotypes about autism being a ‘white male thing’. And the Philips Neurodiversity Network recently co-hosted an internal event to shine a spotlight on neurodiversity in women.   Different cultures also require different approaches, which is why our ERGs have started developing local chapters in different parts of the world. Neuro-inclusion is a global mission - but the 'how' will look differently everywhere.   #Neurodiversity #InclusionAndDiversity

Your employee resource groups can drive revenue. If you just rolled your eyes, let me explain. Your company is only as strong as your culture. If you want innovation, and the revenue growth it produces, you need to create an environment where employees feel inspired to do their best work. Your company’s innovation—and the revenue growth that comes with it—starts with an engaged and inclusive culture. Culture is what encourages top performers to stay and drives employees to address problems head-on rather than letting them simmer in the background. But great culture isn’t an accident, and it’s not something you create by writing a list of values and posting it on your company’s website. Culture comes from daily leadership that makes employees feel: 1. Valued for their unique set of skills and experiences 2. Connected to their coworkers 3. Encouraged to share ideas that go against the status quo I spent time with some of Handshake's ERG Leaders this week and we touched on all three points above. #ERGs provide a space for employees to celebrate their individuality, foster relationships across the organization, and spark bold new ideas that lead to company-wide impact. When leadership supports ERGs, you’re not just creating a feel-good initiative—you’re investing in the company’s bottom line. By nurturing diverse communities, you create a culture of innovation, and that culture drives growth. When your employees feel that, they bring their best selves to work. They get that boost of confidence that helps them close a deal with a new customer. They feel the inspiration that sparks an idea for a new product. They bring energy and positivity to work that lifts up everyone around them. And those feelings are linked to results. A study from Josh Bersin and Deloitte found that inclusive companies earned 2.3 times more cash flow per employee over a three-year period. As a sponsor for @Handshake’s LGBTQ+ and People of Color ERGs, I’m inspired by the respect and inclusivity they model, as well as their efforts to make Handshake’s culture stronger. I’m thankful for all of our ERG Leaders and the work they do to create a stronger culture for all Handshakers.

Is It Time to Rethink Employee Resource Groups (ERGs)? As a white, cisgender, straight, neurotypical man without disabilities, I’ve never needed the support of an ERG. So I write this with some trepidation. Let me be clear: ERGs have been invaluable for marginalised employees, driving belonging, diversity, and systemic change. I applaud everyone who dedicates their time to them. But at an IWD event a few years back, Vanessa Kingori OBE said something that struck me—marginalised groups must unite to become the majority. It made me wonder: Have ERGs unintentionally become part of the problem? From my experience in I&D, the ERG model has some fundamental flaws: 🔹 The burden falls on those already marginalised. Running an ERG—often unpaid—adds extra work to those facing systemic barriers. Some companies, like LinkedIn, now compensate ERG leaders, but most don’t. 🔹 They can create division. Instead of fostering unity, ERGs sometimes compete for resources. Intersectional employees also struggle to ‘fit’ into a single group. 🔹 They let leaders off the hook. Too often, ERGs serve as proof that a company is ‘serious’ about inclusion—without addressing workplace culture at a systemic level. 🔹 They alienate the ‘in-group.’ Change has never happened without majority support, yet many companies still struggle to engage men in I&D. In 2017, Deloitte announced they were disbanding ERGs. Many expected others to follow—but they didn’t. And I understand why. When it’s taken so long to have a voice, why give it up? But we do need a shift. So here’s an alternative: The Inclusive Network Model Instead of separate ERGs, create a network of Inclusion Ambassadors who: ✅ Champion inclusion across the business ✅ Receive training to drive change ✅ Support a chosen diversity characteristic ✅ Have a dedicated budget and influence ✅ Align with the I&D strategy ✅ Have direct access to senior leadership This approach: ✔️ Makes inclusion a shared responsibility ✔️ Embeds intersectionality from the start ✔️ Reduces competition for resources ✔️ Ensures inclusion includes everyone—including the ‘in-group’ ✔️ Frees I&D leaders to focus on systemic change And it works. In 2017, Coca-Cola Europacific Partners transitioned from a Women’s Network to the Just Be Ambassadors Network. The result? A thriving, 250+ member group embedding inclusion into company culture. As Caroline Cater, VP of People and Culture at CCEP, put it: "At first, there was almost a sense of mourning… but the power of the Just Be Ambassadors was incredible. There’s a place for everyone in the network. They amplify focus areas, bring ideas to life, and provide critical feedback loops across teams." I’m not saying this shift is easy—or right for every organisation. But I hope it sparks fresh thinking. What do you think? Could your company benefit from evolving its ERG model --------- This is the part 3 in the of 5 of an 'Evolving DEI' series. #Inclusion #Diversity #ERGs #Belonging #CultureChange 

New report from Indeed on LGBTQ+ ERGs. Highlights: ◆ 30% of LGBTQ+ job seekers as whole and 50% of transgender job seekers said they specifically refuse to apply to companies without supportive policies. ◆ 33% of LGBTQ+ job seekers said they avoid companies in states lacking strong LGBTQ+ rights protections. ◆ 1 in 4 LGBTQ+ job seekers said they avoid companies without visible LGBTQ+ employees and leadership. ◆ 52% of companies offer LGBTQ+ Employee Resource Groups (ERGs). For companies that offer them, participation is high from the LGBTQ+ (85%) and transgender (97%) communities. ◆ The satisfaction rate with the work of LGBTQ+ ERGs is 95%. #lgbtq #pridemonth #pride #lgbt https://lnkd.in/gcf5G6Yb

We need to stop lumping ERGs and affinity groups together. ERGs should drive #businessresults with clear metrics, while affinity groups create community spaces without the same ROI pressure. Both matter for engagement, but they're different animals that need different yardsticks. In today's politically charged environment, ERGs with demonstrated business impact are defensible. Those that can't quantify their value? They're likely to be first on the chopping block when budget cuts come. Why these groups are engagement powerhouses: ⚡Authentic belonging translates to retention. When employees find their community at work through these groups, they're significantly more likely to stick around. This matters even more in remote/hybrid environments where connection doesn't happen organically. ⚡ERGs give employees a voice in organizational decisions that old-school suggestion boxes never could. When people feel heard, their effort skyrockets. ⚡ Affinity groups create #psychologicalsafety that enables innovation. People take creative risks when they feel accepted for who they are. ⚡Career development happens naturally in these spaces. Mentorship, visibility to leadership, and skill-building opportunities emerge that formal programs sometimes fail to deliver. ⚡They're talent magnets. Prospective employees increasingly research your ERGs before accepting offers. No ERGs often means no deal for top talent. For ERGs, track hard business outcomes: retention numbers, promotion rates, innovation outcomes, and revenue impact. Your CFO needs to see these numbers. For affinity groups, focus on community strength metrics: psychological safety scores, sense of belonging, network expansion, and burnout indicators compared to non-members. These "softer" metrics still matter – they're your early warning system for cultural health issues and a weakening employer brand. Counting event attendance and tracking snack consumption won't save either type of group when budgets tighten. If you can't quantify your ERG's value in terms the CFO understands, you're not just wasting resources—you're eroding employee trust when the inevitable budget cuts show up on the agenda. #EmployeeEngagement #ERGs #WorkplaceCulture #Belonging

If you’re an ERG leader, chances are you’re leaving support — and impact — on the table. If you’re anything like many of the ERG leaders I’ve spoken to, your group is your baby. You lead with radical ownership, and you have your hand in just about everything. I get it, and I commend your dedication. But more likely than not, there are people nearby who believe in your cause and want to help. This is where allyship comes in. To be clear, I’m not just talking about folks with flag emojis on their LinkedIn profiles (though they might be allies, too!). I’m talking about people who are actually down. This could be: - Employees outside your identity group who consistently show up - HR, Comms, or L&D teams who can help amplify your mission - Leaders who may not get everything, but are willing to back your efforts Leveraging the power of allyship begins with identifying who they are. Then, you invite them to take action. Here are 5 simple, high-impact ways to get them involved: 1. Share and amplify: Visibility matters, and your allies may be able to highlight your cause in places you don’t yet have access to. Ask them to repost your ERG’s events or spotlights in Slack or LinkedIn, or to advocate for specific needs at the leadership table. 2. Just show up: Presence counts. Invite allies to open events or listening sessions, and remind them that their job isn’t to lead or to be the loudest in the room — it’s to learn. 3. Get informed: Allies are the strongest when they’re well-informed. While it’s not your job to teach everyone everything, you might consider curating a short list of recommended reads or podcasts to share with those who want to learn more. 4. Mentor and advocate: Having the right mentor can literally change the trajectory of someone’s career. Invite allies to serve as mentors for underrepresented employees. 5. Leverage their skills: That marketer, designer, or finance lead could make your next initiative 10x stronger. Don’t be afraid to ask for a helping hand from those with skill sets different from your own. When you invite allies in, you can both lighten your own workload and maximize the impact of your ERG. It’s a win-win! ERG leaders: Which of these would make your job easier? Or which one has worked best in your org? Drop a comment.

I recently had the pleasure of partnering with the talented Gustavo Gisbert at global consulting firm Korn Ferry to conduct a global ERG study. The Global ERG Study took place in Q4 of 2025. Participants included ERG leaders, sponsors, and managers from 250 organizations Survey participants indicated operating across a diverse set of regions, with the highest representation in North America (93%), followed by the UK and Europe (50%), Latin America and the Caribbean (43%), Asia-Pacific (41%), and the Middle East and Africa (37%). Here are 4 key insights from the study: ❇️ ERGs continue to sustain engagement even amid external pressures and organizational shortfalls. Most respondents (83%) view ERGs’ greatest impact as enhancing employee satisfaction and strengthening workplace climate, and ERGs remain a primary driver of engagement, with 78% of participants reporting increased engagement through their involvement. ❇️ Amid ongoing social and economic shifts, most organizations are opting for incremental adjustments rather than sweeping changes to their ERG strategies and structures. In 2025, 67% reported either no significant or only minor changes, though 63% anticipate further evolution in 2026. ❇️ While 61% of ERG leaders feel supported by senior leadership, more than half (53%) did not believe their organization provides adequate training for ERG leaders, and 48% reported that ERG leadership roles were not highly desired, appreciated, and valued. Just 32% feel that they have formal metrics in place to measure impact. ❇️ Only 8% of employee resource groups currently serve as a strategic resource to address business challenges, representing a significant opportunity to expand their role from talent and cultural advocates to business accelerators. The study suggests that while ERGs are perceived as highly effective at shaping culture and employee experience, there is a clear opportunity to extend their influence on business outcomes. By leveraging ERG insights and networks to inform product innovation, market expansion, and talent strategies, organizations can unlock additional value and position ERGs as strategic drivers of growth rather than solely cultural contributors. It is critical that Inclusion executives, ERG program managers and ERG leaders to remain informed of current ERG trends and to make data driven decisions. I am already getting requests to help companies do more training for their ERG leaders, help them establish better ERG metrics and how to more closely align with business initiatives. Please reach out to me if I can be of help or if you’d like a copy of the full 11-page report. #ergleadership #futureofwork #globalergstudy #ergexcellence

"ERGs Are the Most Underused Asset in Your Inclusion Strategy" Laws don't change hearts. Relationships do. In the current socio-political climate, many organizations are pulling back on diversity programs. The ones dismantling ERGs are making a critical mistake. Employee Resource Groups aren't a diversity program — they're a relationship infrastructure. And in 2026, cross-cultural mentoring within and between ERGs is emerging as one of the most powerful inclusion tools we have. Why? Because: ✅ A mentor helping a mentee navigate office politics isn't "diversity work" — it's career development ✅ A senior leader sponsoring talent from a different background isn't running a program — they're building a pipeline ✅ Cross-ERG mentoring pairs aren't sensitivity training — they're knowledge sharing The outcomes are the same. The framing is different. And that distinction matters enormously right now. QUESTION?: How is your organization using ERGs to build genuine cross-cultural connection? Tell us in the COMMENTS #ERG #Mentoring #InclusiveCulture #Belonging #DemographicsAreDestiny #VivianConsultingGroup