The last thing you probably feel like doing at work is taking on more work — like joining a group. You already spend the bulk of your time in the office and regularly meet with colleagues for projects (not to mention the mental load you've been juggling and the mother-manager syndrome that's already hurting your career), so why would you want to spend more time meeting with coworkers when you've got a life at home you'd like to keep balanced?
Well, perhaps you'd want to join a work group because there are some tailored to people just like you: a parent, a woman, a person of color. However you identify, there may be a place for you in an employee resource group, which meet to solve the aforementioned stressors, setbacks and discrimination you may face.
Sometimes called affinity groups, employee resource groups (ERGs) are "voluntary, employee-led groups that foster a diverse, inclusive workplace aligned with organizational mission, values, goals, business practices and objectives," according to Catalyst. "Other benefits include the development of future leaders, increased employee engagement and expanded marketplace reach."
Companies first started forming ERGs in the 1960s as networking organizations for women and people of color, according to Working Mother. Typically, the company runs them with support from senior management, such as an executive sponsor, as well as the company’s Diversity & Inclusion Department. They each have budgets and goals for their members — employees from across the organization who recommend organizational changes when necessary.
According to The United States Census Bureau, minorities are expected to reach majority status by 2044 due, in part, to the projected growth of Asian, Hispanic and multiracial populations. Companies are therefore looking to increase diversity and promote more people in marginalized groups. And perhaps that's why, according to a 2014 survey by The New Talent Times, almost half (48 percent) of the 1,554 adults in the age range of 18 to 34 were “very interested" or at least “somewhat interested" in joining an ERG to push for these types of changes.
Here are some of the benefits of joining one:
As of 2016, 49 percent of companies in the Diversity Best Practices Inclusion Index (a new measurement of organizations’ diversity progress) had an ERG in place. And many more companies have been expressing interest in implementing a myriad of ERGs since and some companies are setting diversity targets.
Diversity Inc. came up with a list of companies with the best ERGs based on several factors:
Here are the top companies that Diversity Inc. recognized for their ERGs:
At Johnson & Johnson, for example, communicating the importance of fighting for diversity and inclusion at work is critical.
"As we are going through our talent process throughout the year, whether goal setting or coaching conversations or a mid-year review, we’re always giving out training materials, and we’ve embedded diversity and inclusion into those materials so that people are always thinking about how they can be more inclusive and making sure that there aren’t any hidden biases that may be impacting our thinking," Wanda Hope, chief diversity officer, told Forbes.
Likewise, AT&T's "true culture of inclusion where every voice matters" is one of the reasons the company is successful in its diversity and inclusion initiatives, Cynthia Marshall, senior vice president, human resources and chief diversity officer also told Forbes. Through their ERGs, employees can worker smarter, not harder, together.
"Many [ERGs] formed organically out of the need for people of difference to feel a sense of belonging and create relationships with people of similar backgrounds," wrote Erika Irish Brown, global head of diversity and inclusion at Bloomberg LP for Bloomberg. "These forums offered support, understanding, information and resource sharing that would hopefully ensure participants’ collective success. At their most basic, these organizations provided necessary 'safe spaces' at a crucial time, when people of difference weren’t comfortable being seen together and supporting each other within office walls. Sanctioned or not, these 'safe spaces' and support systems made all the difference in the world — and since then, they have evolved into much, much more."
So what are the different "safe spaces"? Here are eight common ones.
These ERGs for women are inclusive, but tailored to women, specifically.
These ERGs are for military veterans.
These ERGs are for anyone who is differently abled, both physically and mentally.
These ERGs are for people of color. There are similar groups for Latin Americans, Asians and other marginalized groups.
These ERGs are for anyone who works out of the office.
These ERGs are for both women and men who are the primary caregivers in their families, whether they're caring for children or parents or anyone else.
These ERGs are for anyone who identifies with the LGBTQ community or are curious.
These ERGs are for all different faith groups.
If your company does not already have an ERG for you, you can likely start one. Here are some simple steps to getting one up and running:
Essentially, you'll want to figure out your organization’s policy toward such groups — does it recognize or provide support to these groups? Or are you fighting a bigger battle? If they do recognize these groups, what are the required steps for establishing the group within your particular company? And if there is no process in place for forming such groups, let them know that you'll be creating one.
Any ERG should have a simple mission statement (here are some examples of mission statements). You will also want to come up with and prioritize the goals for the short and long-term. For example, if your group is for the LGBTQ community, your goals may be to implement or change specific policies.
You'll want to start looking for people who are also interested in your group because there is power in numbers. You'll also be able to better understand the goals of the group as a whole by listening to everyone's concerns, beyond just your own. Be sure to be inclusive. For example, if you're starting a caregiver ERG, be sure to be inclusive of adoptive, foster and same-gender parents and caregivers, as well as anyone who may fill these roles but are supportive of the need to help them.
Once you understand the goals of the group, figure out a general plan of how you're going to tackle each one. When you get a grip on your plans, you'll be able to draft a budget to take back to HR.
Once you have a group in place and you've been given your budget, it doesn't stop there. Keep promoting the group the attract and retain members.
Remember that successful ERGs typically boast the following factors:
Despite the many obvious benefits of ERGs, there are some potential pitfalls and signs that companies don't actually support diversity and inclusion, despite ERGs' efforts.
"Over the past several years, I have witnessed the advent, maturation and demise of numerous employee resource groups," wrote Isaac Dixon, Ph.D., SHRM-SCP, associate vice president of HR at Lewis & Clark College, for the Society for Human Resource Management. "Many were founded with the admirable intention of giving employees who represent a protected class under the law a 'safe' place to air ideas, issues or concerns. Some had very prescriptive work baked into their charters, while others were less specific in their objectives.
"Soon enough, however, objections cropped up. Resource groups for women and minorities were challenged by white men who felt excluded, for example. This type of dissension led employers to try to sharpen their groups’ missions or purposes. The real problem, however, is that ERGs seem like relics of a bygone era. Organizations large and small, public and private, are reshaping these groups into diverse teams that are far more strategic and inclusive. One need only look at the proliferation of diversity, equity and inclusion committees to see how much of the work that ERGs used to do has broadened in both scope and depth."
Dixon said that many members of ERGs lack participation, and they've cited the need for greater, effective leadership direction and commitment. He argued that employees of varying ethnicities and genders have different notions of success, which makes it difficult to achieve real benefits from ERGs' diversity and inclusion efforts, despite their intentions.
The mere existence of ERGs can give the false impression that a company’s diversity problems have been "magically solved," Dixon added.
"For example, a study published in the Journal of Personality and Social Psychology found that white men perceived the mere presence of diversity councils, targeted mentoring and affinity groups as evidence that all employees were being treated fairly," he explained. "This perception persisted even when the men were presented with anecdotal evidence of discrimination and information that challenged the effectiveness of diversity initiatives at their companies."
Fairygodboss has done research of its own, diving into how these groups work and how they can be better leveraged to advance diversity in the workforce. The team asked 400 women about the value of ERGs and found that while these groups get a lot of positive feedback, women sometimes deem the groups to be a waste of time — if they can find the time to participate at all.
Of the women surveyed (all of whom have access to a women’s networking group), 65 percent of the respondents said they do participate, and 70 percent of those who are involved with their women’s ERG believe it does indeed have the power to create changes in their companies' policies. In fact, 55 percent of the respondents said that their women’s ERG has helped to enhance parental leave benefits; 53 percent said that the group helped to push for more flexibility or better vacation policies; and 44 percent said that the ERG in their company helped to implement a mentorship or sponsorship program to make it easier to find mentors at work.
Nonetheless, however, there were some women who didn't join — and they didn't do so for a number of reasons. Of the respondents who didn’t join their women’s network, 33 percent said that they hadn’t because they think it’s largely controlled by HR and wouldn’t allow for honest dialogue; 30 percent said that they think it’s a waste of time or that it doesn’t accomplish anything meaningful within the company; and 27 percent said that they hadn’t joined the ERG at their companies because they don’t believe it would add value to their careers.
Here's a helpful breakdown of Fairygodboss' survey results:
So there are pros and cons to ERGs, and it's critical that companies implement them and run them with the right intentions.
ERGs can be hugely beneficial if carried out correctly. If you think your own ERG or your company's ERGs begins operating in ineffective or potentially harmful ways, speak up — these groups have been crafted with the intentions to help, and by being an advocate and a leader, you can create the change you wish to see.
AnnaMarie Houlis is a multimedia journalist and an adventure aficionado with a keen cultural curiosity and an affinity for solo travel. She's an editor by day and a travel blogger at HerReport.org by night.
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