What is an ERG?
Employee resource groups (ERGs) are one part of a fulsome diversity, equity, and inclusion (DEI) related strategy within an organization. ERGs are employee-led groups which are often organized around a shared interest or identity. While work relationships and informal groups often develop organically as coworkers learn about each other, providing more official forums in the form of ERGs can provide employees with an opportunity to build a shared community and to receive support, while also advancing goals related to DEI.
Equity in ERGs
While ERGs can play an important role for DEI in the workplace, methods used to create and maintain these groups can further inequity if they are not designed thoughtfully. In all design, we can either exacerbate existing inequities or make things better for everyone.
If your organization currently has ERGs, the following tips are guiding methods for elevating them in an equitable manner. If your organization is new to ERGs, keep these tips in mind as you start to shape them.
In all design, we can either exacerbate existing inequities or make things better for everyone.
1. SINGLE INTEREST MEETS INTERSECTIONAL
Many ERGs are formed based on a single interest or common identity category, such as gender identity, socialized race, or sexual orientation. While there can be value in this, we are all made up of a complex set of identities, interests, and desires. For example, how is a woman who is also Jewish and a lesbian, to choose which part of her identity is at the forefront? This is can be an impossible and unfair choice for many.
Intersectionality reminds us that individual experiences sit at intersections of multiple and overlapping identities and systems of oppression, power, and privilege. Therefore, ERGs developed around one identity category, such as “women” can be troublesome. Too often, women-centric spaces, such as ERGs, paint all women with the same brush, advocating for a homogenous set of solutions, instead of solutions that consider different experiences of womanhood. The needs of women who require spaces for prayer, for example, are distinct from women who may not have a religious practice. Without paying attention to the nuanced experiences and identities of people in the workplace, ERGs can elevate experiences for some, while ignoring others.
If you’re a startup or scaleup, or an organization just getting a budget for the first time, use company data to determine which ERGs are needed most immediately. If your company is not at the scale to have multiple ERGs, ensure that the ones that you do have are intentional about intersectionality. You can do this by facilitating learning opportunities and teach-ins, by making sure the ERG groups you have are connected and can collaborate, as well as supporting growth in membership.
2. VOLUNTARY BUT NOT VOLUNTEER
Participating in an ERG must be voluntary for employees. People need to have an enthusiastic and consensual choice to be involved, instead of being pushed due to their identity or association for example. Too often, champions are members of marginalized groups, and their work towards DEI is done invisibly, without compensation.
While volunteer roles are by choice and uncompensated, participation in ERGs must be voluntary: a role that is by choice but also compensated. Not compensating ERG members can exacerbate existing wealth inequities or hierarchies, while also devaluing the work and insights they provide.
To address this, larger organizations need to budget accordingly, so all leaders and members are compensated. Smaller organizations can find the means by scaling back other expenses such as the alcohol budget for a holiday party, or by sharing benefits such as gift cards, or tickets to events.
3. OFF THE SIDE OF MY DESK
Too often, champions or other employees who care deeply, lead this work off the side of their desk, meaning they do this work on top of their existing workload.
This can create issues when participation and performance in other roles is hindered by the time spent doing ERG-related work. Consequently, giving time to the ERG can cause fear of repercussions and feelings of guilt.
To address this, participation in ERGs should be tied to an employee’s role within the organization. This means a percentage of their job should be allocated to their work with an ERG. When we tie these efforts to an employee’s job tasks, it allows discussions about ERG involvement to also be a part of an employee performance or promotion review and acknowledges their contributions to the workplace.
4. ALIGNED BUT AUTONOMOUS
ERGs are often aligned with organization goals and can be key drivers in moving a organization's DEI strategy forward. For example, they can be great to expand the pipeline and build partnerships.
However, ERGs must also have the autonomy to create safer spaces for people to come together. Allowing the group to do so, provides space to take a break from practices such as code-switching, to process trauma, and to foster stronger bonds.
While ERGs are often asked to be aligned with the organizational values and goals, they must also be given the room to push the boundaries of the organization's DEI strategy and awareness. Having ERGs lead their own path and make their own decisions helps them collectively imagine new ways to push the envelope and enhance your DEI strategy.
5. LISTEN AND LEVEL-UP
ERGs are a powerful way to prioritize the well being of the people who make up your organization.
Valuing your people means listening. Listening actively to their needs, barriers, and proposed solutions that come out of an ERG.
With support, ERGs are also a key opportunity to “level up” your people. It provides growth, advancement, sponsorship, mentorship, and many other tangible and intangible benefits.
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