Making the Leap from an ERG Leader to a D&I Leader

As a diversity practitioner, I have often been asked why diversity and inclusion is important to me and why I chose this as my profession and passion. To be honest, this wasn’t my first career. I have been a special education teacher, a Xerox sales representative, a corporate lender, a trade association executive, a non-profit executive and a Congressional staff member before finally realizing my calling in life as a diversity practitioner. I ultimately saw how diversity and inclusion was critical and relevant in every industry and each role into which I endeavored. From a personal perspective, diversity and inclusion has always been important to me as a bi-racial woman (stay tuned to upcoming articles on this topic).

In the early days of my career, there was not a Chief Diversity Officer role in any of the organizations where I was employed much less employee resource groups. I recall wondering what I could do to help my colleagues (who looked nothing like me) to become more interactive, to help communicate better, and to understand and appreciate our respective differences. I organized social events such as bowling tournaments, dinners with spouses and significant others, go-cart racing, and theatre events to improve our personal interaction and hopefully pull down invisible walls. I held workshops for ethnic minorities and women on the importance of finance and coordinated meetings between minority and women entrepreneurs with finance executives, angel networks, and venture capitalists.
My first experience with diversity training was in the late 80’s when I was a corporate lender. The D&I training facilitator asked each of us to share what we thought of another colleague. One of my colleagues spoke up and said that he felt sorry for me as I was trapped in “gray” due to the fact that I was bi-racial. In his eyes I was not white nor was I black. In his view as “I was successful as a corporate lender and I spoke and wrote English too well” he was not sure how to identify me and he was therefore sure that I was confused on how to self-identify. The funny thing is this gentleman and I were actually good friends. I knew his sadness for me was actually coming from a good place. He had never really interacted and befriended someone who looked like me and therefore wasn’t sure what box he thought I should check. Just for the record, I have never felt like I was “grey” and am very proud of my African-American and Irish heritage. It was soon after this diversity training experience that I knew my true calling and became a diversity practitioner.

As fate would have it, I ran into this gentleman in a store about five years ago. The first thing he did was apologize for what he called his “ignorant” comments about my mixed heritage. He acknowledged that it was his problem about where he should categorize me in terms of race and not really my issue. We stood in the middle of the store aisle hugging it out and crying that too many years had passed without resolving a moment which had do heavily impacted both of our lives.
As ERG leaders some of you may be considering a career change to a full-time D&I role. As you deliberate making the leap, a few things for you to contemplate. Be prepared for “real talk” as you read on...

• D&I roles can be impactful and fulfilling and you will be doing great work and leading change.
• Identify the transferable skills you have amassed during your career and match them with a diversity position description.
• While passion takes you a long way, there has to be commitment to this work as the role's effectiveness is not always a given. It is one thing to say you're passionate about Diversity and Inclusion but it's another to truly mean it. While your entrance into the field might be led by an internal desire to remove barriers and provide equal opportunities for those you self identify with, it is important to remember as Diversity and Inclusion Practitioner, your passion lies with helping everyone.
• Many D&I roles are not set up for success. Ideally, D&I roles would be clearly thought-out, scoped, and resourced, with built-in accountability checks, as one could reasonably expect for any business function. Unfortunately many D&I roles are simple deflections. As a result, it is not surprising that D&I professionals stepping into their new roles, are then surprised at the lack of resourcing and support available.
• The job is not an easy one as the nature of corporate D&I means that very little of the work is actually visible since we’re dealing with systemic changes such as dismantling biases that are deeply integrated into our society.
• For every D&I success there are many more challenges and never-ending new obstacles. As a D&I professional, priorities are constantly changing and each day is different. From building the foundation of a diversity initiative, to crafting and executing on a company-wide strategy, to working with recruitment on hiring, writing diversity communications, evaluating management practices and leading culture change, to engaging in persuasive conversations directly with the C-Suite.
• The ability to be flexible and adaptable is also important. If something is not working, you need to make adjustments.
• Know that it might be a risky career move. During cut backs in budgets, these positions are often the first to be targeted to be cut or reduce staff.
• You must be able to communicate effectively across all levels of the organization from individual contributors to the C-Suite. You will need to learn to quickly assess where a leader is and meet them where they are in their diversity journey. This means being able to accept a "no" yet optimistically expecting a "yes" while, at the same time, developing strategies that allow your leaders to have their own "Aha!" moments.
• To be successful in this role it is imperative that you have an in-depth understanding of your business and how D&I affects it. You should be able to articulate the business case for establishing diversity and inclusion initiatives. Be familiar with D&I programs that align to the goals of the organization.
• Remaining calm is critical in this role as people are often deeply passionate about equity and social justice issues.
• Expect to fail – it’s part of the job and the journey. You won’t always get it right, and that is OK. Learn from your mistakes and keep it moving.

Having said all of this, I have been a diversity practitioner for over 25 years and cannot think of anything else I want to do professionally. At the end of the day it is the most rewarding role in any organization. In this role you get to build strong relationships of trust across all levels of an organization. You become adept at numerous disciplines including communications, culture change, budgeting, and diplomacy. It is an exciting role with no one day ever being the same. As you contemplate making the leap know that the work is the most satisfying role one can have in any organization.

Guest Blogger:
Debbie Smith Rayford
DSR Consulting, LLC

Why ERGs and Councils are still important

It wasn’t supposed to be a recruiting inducement. It simply turned out that way. SHE was an executive of a global organization who had been asked to speak to a group of mid-level women managers. Her talk had gone well. The audience was impressed by her presence and style. Her message was clear, professional, and substantial. It was evident that she had won her audience with her humor and wisdom. And then, as she was just about to leave the stage, she gave them one more nugget.

“One last thing,” she said. “If you’re not involved in your company’s ERG or BRGs (Employee Resource Groups or Business Resource Groups), join. I learned so much there. It’s helped me be a better leader.” Then, with an open smile, and a confident wave, she left the podium. The invitation hung in the air like a wispy puff of cloud and then dissipated, the information settling over the audience.

When the speaker gave her parting wisdom, she discussed the power of ERGs and BRGs without equivocation. She didn’t say her involvement with the ERGs/BRGs made her a better black leader – though she could have said that. Nor did she say her participation in the organization made her a better woman leader, although, that too was true. Rather, when she talked about being in her ERG/BRG, she spoke of the growth in her ability to confidently lead a global organization. A belief she didn’t have a scant few years before.

Originally created as “Affinity Groups,” in the late 1960s, as clusters of employees, often based around race or gender, came together to support each other through their journey in corporate America. Since then, the Affinity groups have evolved into ERGs and BRGs. These new organizations are typically made of single identity groups that range from gender, race, and ethnicity to those who identify as LGBTQ, Differently Abled, and Veterans. Indeed, groups for White males are also finding an organizational foothold. More than the gathering spots of earlier times, ERGs/BRGs have evolved into organizational entities that bring a diverse lens to organizational perspectives, processes, and opportunities. Because their viewpoints are influenced by their experiences, ERGs/BRGs often see different issues and/or opportunities that are typically different from the mainstream perspective.

This alternate view has allowed organizations to garner new business insights and opportunities they likely wouldn’t have noticed on their own.

Yet, in spite of the work ERGs/BRGs do to increase revenue, improve recruitment and retention, enhance organizational processes, and provide customer insights, there is increasing tension around whether such groups still have value or if they have become organizational anachronisms.

For example, last year, Deloitte chose to drop their ERGs/BRGs in favor of having the groups come together as inclusion councils. In this way, they hope to create a venue where people can talk across individual groups and hear and better understand the concerns and issues other than their own. Further, by bringing groups out of their solitary gatherings, Deloitte and other such organizations believe they are more likely to increase the number of allies to whom they have access.

The problem is not with Deloitte’s thinking, nor with the thinking of any of the other organizations which are choosing to go down a similar path. The problem is the “either/or” mentality that suggests organizations must choose between single identity groups or a multi-faceted group.

The truth is, there does not need to be a “this or that.” Research has shown that it is important for groups who don’t represent the mainstream to come together for safety and to gain clarity about who they are in context of the larger organization. ERGs and BRGs support this function of creating safety and meaning-making. Too often, those who are outside of such groups, may assume, prematurely, that the people within the groups feel safer or are more secure about how they are perceived in the organization than they truly are. Indeed, the cry that “difference is no longer an issue,” is one that has been proven incorrect on numerous occasions.

Further, individual ERGs and BRGs are likely to give more employees opportunities to practice and expand their leadership skills than one grand organization is likely to do.

The fact is the wisdom of coming together does not have to compete with the wisdom of being apart. Each has its merits. Further, ERGs and BRGs are not just about what groups and individuals can do for each other, but also for what the organization can do for them. As the speaker to the woman’s conference showed so clearly, ERGs and BRGs do more than give back to the organization through financial and cultural metrics. They build leaders.


GUEST BLOGGER: Ancella Livers, Ph.D. is the President of PRISM International, Inc.

What’s in a Name?

The literature has provided empirical evidence that ethnic-sounding names are met with overt and covert biases and discrimination. Such disturbing discrimination has been identified in the housing market, in hiring practices, and in managers’ expectations of employees.

Names are our introduction to unfamiliar people. These monikers can disclose the sex, ethnicity, and religious affiliation of a potential employee. Research shows that names are similar to nonverbal communication and can convey the following:
1. Ethnicity and race
2. Intelligence
3. Achievement potential
4. Collective inclusion or exclusion (e.g., Susan/inclusion, Jamal/exclusion)
5. Religious affiliation
6. Demographic information (e.g., gender, sex)
7. Physical attractiveness (i.e., anglo-normative names are attributed to physical attractiveness).

Potential and current employees can find themselves being unknowing victims of discrimination based solely on their first, last, or combined name. Some employees alter their birth-given names in organizations where they feel uncomfortable displaying their non-Caucasian moniker. This is done by shortening first or last names, using initials, and even going as far as adopting an Americanized name for easy pronunciation. My local nail salon has Vietnamese and Korean employees and each wears a name tag with an Americanized name (e.g., Kat, Katrina, John, etc.).

Employee Resource Groups (ERGs) can help with the name discrimination debacle. It is important to acknowledge that certain names invoke stereotypical responses. The responses can be bisected as positive or negative. Some employers have higher expectations for those with Asian, Indian, and Jewish sounding names. In contrast, Middle Eastern names can often create fear in those that identify these types of names with criminal activity.

Another issue is non-American names of employees and the mispronunciation of such. This is often a problem when the names stem from certain parts of the globe. In contrast, the feminine Irish name Siobhan (shiv + awn), an anglo-normative derivative, and the employees with this name are more likely to be asked how to pronounce it correctly. In the workplace, this employee could possibly benefit from colleagues and leadership purposely learning the correct pronunciation. Names from Africa and Asia are deemed too hard to pronounce and often are mispronounced without much effort on learning the correct pronunciation. Some of the most creative names are by African Americans. Too often, they are the brunt of puns and jokes (e.g., Johntavius, Shanequa)

The National Bureau of Economic Research (NBER) has found that job applicants with a name that might belong to an African-American such as Lakisha or Jamal could find it harder to find a job. A field experiment by NBER research fellows titled Are Emily and Greg More Employable than Lakisha and Jamal? A Field Experiment on Labor Market Discrimination reported there was a 50% gap in callback rates for applicants with White names and those with African American names.

Why are job applicants required to “whiten” their resumes in the hopes of getting a callback? Whitening a resume is accomplished by removing any references to past employment, education, or community involvement that would expose an applicant’s race to the recruiter.

How do we promote diversity, inclusion, and equity in the workplace if the discrimination begins before the actual employment?
Should employees consider accepting resumes without names the same way academia promotes a double-blind review on the publishing of academic papers? Could this effectively even the playing field for prospective job applicants?

So how can ERGs combat biased anglo-normativity in hiring practices?
1. Encourage members of ERGs to be open about discussing name-based discrimination with their colleagues with the intent of the leader sharing with upper management.
2. Remind employees of the importance of correcting mispronunciation of their name.
3. Communicate with leadership on the importance of unconscious biases surrounding ethnic sounding names and employment practices.
4. Recruiters should be included in the discussion on name discrimination. They are usually the first line introduction of a company and a potential employee.
5. Create an atmosphere where employees spend time learning the pronunciation and origin of non-anglo-normative names.
ERGs have a responsibility to assist with making their employer as diverse, inclusive, and equity-based as possible within their role in the company’s organizational structure. These conversations should move the organization away from biases employment practices into true inclusiveness.

Notes: Carpusor, A. G., & Loges, W. E. (2006). Rental discrimination and ethnicity in names. Journal of Applied Social Psychology, 36(4), 934-952.
National Bureau of Economic Research (2003). Employers' replies to racial names. Retrieved from http://www.nber.org/digest/sep03/w9873.html

About the Blogger:

Nneka Greene is a Ph.D. Student in Higher Education Leadership and Management

From Good to Great: 10 Tips to Elevate Your Business Resource Group

We’ve all seen articles like this: 10 Ways to Lose Weight Before the Summer or 5 Tips for Being a Better Parent. They’re either (a) packed full of conventional wisdom; things you already know or (b) able to spur an ‘ah-ha’ moment; serve as a reminder for what we ought to do.

This is U.S. Bank’s Southeast Wisconsin Proud to Serve Business Resource Group (BRG) chapter’s attempt at one of those articles (in category “b,” of course). We hope that by sharing what has worked well for us, we can raise the bar for all employee groups – and start a dialogue focused on success. Combining our talents and insights make our groups stronger; not only increasing employee engagement and retention but also making progress toward the successful realization of business goals.

1. Preserve your ability to do great work
Maintain energy. Contributions to a BRG are typically made above and beyond an employee’s paid responsibilities. Put simply: it is extra work. A role in a BRG is often a passion project… a way to demonstrate skills outside of what one’s day job allows. BRG volunteers are like-minded and motivated employees. Set a tempo that is achievable without abusing the team’s energy and ability to do high-level work. BRG leaders should aim to maintain enthusiasm on their teams. If it starts to become a chore, you’re doing too much!

Define great work. Strive for meaningful, quality contributions, content and events. What does quality mean for your BRG? What is meaningful to the group that you represent? To the business? Remember that one significant event carries more weight than three mediocre ones.

2. Identify key strengths
What does your BRG do well or have to offer that sets you apart? What do your individual board members have to offer? Example: U.S. Bank offers up to 16 hours of paid volunteer time away from work – so our BRG provided an outlet for employees to use their time. That’s a lot of hours that are available to be shaped into a tremendous force! Ask yourself: how does our BRG tap into our strengths and use them to deliver results for our community and for our organization?

3. Mirror company goals

Every good corporate responsibility campaign has pillars or focus areas. Your BRG’s strategy should align with the corporate strategy. At U.S. Bank, we align with our Community Possible pillars of work, home, and play – supporting economic development, workforce readiness and recreation of all kinds. Mirroring your organization’s philanthropic and community goals with your BRG’s annual event planning guarantees positive results inside and outside your organization and demonstrates the value of your BRG.

4. Record metrics
U.S. Bank has elected to make a significant investment of resources in our BRGs. Your company has invested in your BRG, too. Take the time to record what you’re doing and how you’re doing it in order to demonstrate a return on your organization’s investment. Use number-based facts that add context to your story.

5. Telling your story
There are a few key mantras to keep in mind when telling your BRG’s story.

• Action, result, impact: When telling your story, try to answer the following questions in order. What did we do? How did we do it? Why does anyone care?
• Keep it simple: When telling your story, try to avoid complex terminology or work jargon. Your target audience is someone from outside the BRG world; potentially someone from outside your organization. If the story resonates on its own, it’s a good story.
• Tell a FULL story: Write out your actions, results and connect it back to the company’s strategy. Use the metrics you’ve collected to add additional context and quantifiable facts to give your story substance.

6. Find other like-minded orgs – forge a partnership
Adopt a crawl, walk, run philosophy when developing partnerships. Be cautious and considerate in who you align yourselves with. Try working with new partners on something small, assess the success, and grow the relationship from there. When partnering, you’re aligning strategic goals of multiple organizations. Remember to keep your own corporate goals at the forefront, and consult with your Community Relations team (or similar in-house group) to ensure everything’s on the up-and-up.

Be prepared to talk about your potential partner. Who are they and what’s their mission? How long have they been working in the community? What’s their external image, and how will it reflect on your BRG and on U.S. Bank as a whole?

It’s highly likely that other, local groups have the same focus or goals as your BRG – maybe it’s another BRG, a nonprofit or a school. Find these groups, work with them, align your common interests and passions, do great things together. If there isn’t one in the local area, there’s one somewhere in the world! The digital age has made neighbors of all of us. Reach out. More often than not, folks will share, because it’s the right thing to do.

7. Become a matchmaker
Once you have established partnerships, become a matchmaker. There may be instances where you may not be able to help a partner directly, but you may know another group that can help. Step in, align both and make a difference. Next time, they will think of you first, which increases the likelihood of identifying a great opportunity to do more.

8. Involve managers to build a stronger team

Forge partnerships with each board member’s management. Discuss time commitments, the member’s contribution, priority of effort (day job is #1), and work together to develop your BRG members. Give feedback to your board members. Share that feedback with each board member’s individual manager. Celebrate their successes. Share the BRG’s story, how your board member has contributed, and make the connection to U.S. Bank’s goals. Highlight their skills and the potential you see in them.

9. Trim the fat
Structure your board to be lean, agile and effective – less is more when it comes to making decisions and shaping your vision and goals.

Board members need to be value-added additions to a high-functioning team. If you have folks that are only there to add padding to their resume, or are habitually unavailable to assist, you need to have a conversation.

10. Keep business goals in your crosshairs at all times
The ‘B’ in BRG is “business.” Do you and your board have an eye on how your efforts affect the business side of the organization? If not, start now. Truly successful BRGs not only do great work but also know they’re responsible for contributing to the organization’s bottom line.

We’d love to hear how your employee groups are succeeding, and where you can use more guidance. Share your thoughts in the comments below.


Guest Contributor:
U.S. Bank, Proud to Serve, Southeast Wisconsin Business Resource Group. Recognized as #7 on the 2017 ERG and Council Honors Award Top 25 ERGs and Councils.

At U.S. Bank, our 10 Business Resource Groups (BRGs) bring together employees who have similar backgrounds, experiences or interests, and their allies. BRGs provide employees with opportunities to network, learn, develop leadership skills and contribute powerfully to our company and the communities where we live and work. They raise awareness and contribute to business results through the lens of what’s important to their members.

Re-Inventing Leadership

Awareness is slowly dawning. More quickly in some organizations, more firmly in others, but it is happening. The office and its people are changing. Gen X, Gen Y, and Millennials have different expectations than Baby Boomers and their predecessors. Demographic changes in the past few decades have challenged some more traditional personal and organizational perspectives. Technology has increased the speed and broadened the scope and impact of work. An increasingly borderless and global economy has broadened the diversity of talent and skill from which we can draw even as it has increased competition. These changes are our current reality, and we must face and accept it going forward.

While these changes have occurred, our perspectives on leadership have not shifted as swiftly. Oh certainly, we speak of building an engaged workforce. We discuss the ways in which new demographics are changing our perspectives. But the numbers tell us something different. They suggest that while we have made progress in terms of building a more diverse workforce and engaging our employees more effectively, we still have not fully embraced and executed our vision of diversity. Our pipeline for women is still leaky. The percentages of leaders of color are meager. More than half our LGBT colleagues still do not feel safe enough to be open with their coworkers about whom they truly are. In essence, organizations have not yet come close to reflecting the diversity of their communities. We still overlook our community members who are not white, heterosexual, able-bodied Christian males. This oversight is particularly evident in senior and executive positions. These circumstances suggest that despite the progress that has been made, biases seem to still influence our thought processes.

Organizations must recognize that substantial and lasting change can only occur if we shift our understanding of leadership at a fundamental level. The leadership skills that were once deemed as game-changing are now de rigueur. Creating an organizational culture in which equity, diversity, and engagement are central cannot be the sole province of large elite organizations or small boutiques. The behaviors must be the province of all, embedded in a leader’s thinking to the same degree as financial growth, stability, and other key leaderships musts.

As we make this shift in understanding, PRISM will be, as it has been, on the leading edge of these changes. Our work with ERG’s and our annual ERG Conference have inspired diverse groups not only to build their own skills but to help their organizations grow in such areas as product and service development and to provide better opportunities for their ERG members and the populations they represent.

Further, while navigating and guiding these changes, PRISM is undergoing its own exciting change. After 26 years of great leadership by Founder Linda Stokes, PRISM has been acquired by Talent Dimensions. As a Talent Dimensions company, PRISM will continue our long-held focus on ERGs and our annual ERG & Council Conference. We will also continue to provide programmatic, coaching, and consultative support for organizations who are working toward new leadership realities.

In support of this transition, co-author of Leading in Black and White and Dear White Boss, Ancella Livers has joined the team as President of PRISM. Previously, Livers managed the African American and Women’s Leadership Programs at the Center for Creative Leadership® Also during her tenure at CCL, she led their largest global business unit and later consulted and developed tailored solutions for their Fortune 500 client base. In addition, Livers led the Institute for Leadership Development and Research at the Executive Leadership Council.

ABOUT THE BLOGGER:
Ancella Livers, Ph.D. is the new President of PRISM International, Inc.

Creating a More Collaborative ERG Culture

by guest blogger: Chevara Orrin

While ERGs may model inclusive practices within the population segment they were created to support, they may also operate in silos, isolated from each other and unintentionally find themselves in competition for financial resources, executive sponsors and other institutional support. It may be difficult to remember that we all have multiple dimensions of diversity and do not neatly fit into one checked box or category. Similarly, ERGs would benefit from shared collaboration that recognizes and honors the shared struggle and successes of each group. Shifting the conversation to one of intersectionality may be a more useful framework with which to guide our practice and strengthen the power of ERGs.

The term intersectionality, first coined by legal scholar Kimberlé Crenshaw in 1989 describes how social identities, such as gender, race, sexual orientation, ability and age, intersect in dynamic ways that shape each of us as individuals. We all possess more than one social identity. Intersectionality also speaks to the “complex and cumulative way that the effects of different forms of discrimination (such as racism, sexism, and ageism impact marginalized people or groups.”

Intersectionality can also be used to expand our notion of self and workplace authenticity. As a Black woman, born to a white, Jewish mother and Black father, I do not have the luxury of separating my Blackness from my womanhood. I recently collaborated with a colleague who simultaneously identifies as differently-abled, Muslim and lesbian. She belongs to three ERGs that support these three dimensions of diversity yet struggles within her workplace to effectively navigate and not be bound by a hierarchy of oppression.

Historically, ERGs were created to react to a corporate culture of marginalization and exclusion, and are now increasingly recognized as innovators within the organizational structure, increasing the bottom line, supporting the brand image and increasing employee productivity.

With so many threads of connection, why do ERGs not collaborate more frequently? This is particularly significant today, as we are increasingly engaged in debate around the reversal of polices and the dismantling of protections for various groups, from voter disenfranchisement to immigration to LGBT equality. All of which impacts marginalized groups more severely than those within the dominant culture.

Several years ago, I was asked to present at an African-American ERG Black History Month event for a large financial institution. I also had an established relationship with the company’s PRIDE ERG and had partnered the year before through my ‘We Are Straight Allies’ campaign. I thought this would be a perfect opportunity to build innovative collaboration between the AA and LGBT ERG by designing the lecture to include a segment on Bayard Rustin, a prominent icon of the Civil Rights Movement, best known as the organizer of the 1963 March on Washington, one of the largest nonviolent protests ever held in the United States. Despite the significance of his contributions, Rustin’s work was often obscured because he lived as an openly gay man in a deeply homophobic era. It was the first time that these two ERGs had ever collaborated since their formation. Colleagues who had worked side-by-side for years only exchanging the most basic of office pleasantries found themselves engaged in intense dialogue, sharing stories of similarity and building connections that they had not considered. As a result, these ERGs now regularly collaborate on two annual events and seek out ways to support each other including partnering on fundraising initiatives and awareness efforts.

While the journey and mission of each ERG may not be exactly the same, the thread of connection is the sense of difference and a need to belong.

There is always more power when we unite as a collective.

ABOUT THE BLOGGER:
Chevara Orrin is a Diversity & Inclusion Strategist, Public Speaker, Accomplished Nonprofit Leader and Award-Winning Social Entrepreneur with more than 20 years of experience ranging from senior management in arts and education to creating movements and awareness campaigns. Passionate about human rights, social justice, and arts & culture, she has extensive experience in coalition building to create strategy that promotes change and is a frequent conference presenter, lecturer and motivational speaker.

Advancing Organizations from the Inside out with ERGs

Often, it’s difficult for Employee Resource Groups to help their organization understand the importance and positive investment they have created by implementing ERGs. At times the organizations may not see the value of your ERG until they realize that they need the ERG for a very specific purpose to reach a specific target market outside of the organization.

According to the Center for Effective Organizations, by leveraging your ERGs shared learning and knowledge to help drive organizational action, you will benefit both your ERG as well as the organization.

It is possible for individual ERGs to assist their members within their own careers, pursue various goals, and still reach their organizational performance expectation. ERGs were built to make a difference by taking risks without affecting the overall goal of the company in a negative manner. ERG’s are the new avenue for organizations to reach the organization’s full potential.

How can ERG leaders ensure their team members are utilizing their talents and capabilities to their fullest potential and make this aspect clear to their organization? Provided below is a four-step process for ERG leaders to discover those answer to these questions.

1. Discover
- Discover what the members and leaders are expecting from your ERG before making changes within your ERG to fit the organization.
- Discover how your specific ERG has evolved based on new members coming into the group as well as more senior members within the group.
- Discover what actions or programs can drive business and which actions or programs link back to your organization.

2. Develop
- After evaluating the information obtained from the discovery phase, take that information and begin to develop initiatives that align with your discovery findings.
- Focus on how the actions taken by your ERG may affect the individuals within the workplace, workgroups, and the overall goal and vision of the organization.

3. Diagnose
- Ensure the proper tracking systems are in place to diagnose what is working for your ERG and what is not working for you ERG, as it relates to the goals of the organization.
- Use data to refer to as questions arise as to whether the plans put in place are working or not working. This will help you ERG remain motivated to striving for the best results possible.

Each of these steps are critical to the success and business case for all Employee Resource Groups.

When all these components are accomplished, the next question that is often asked is, “How can my ERG become more ingrained in the organization and transition to a BRG?”

ERGs to BRGs

By aligning your “Employee Resource Group” with your businesses initiatives, you are more likely to transition from an “Employee Resource Group” to your desired “Business Resource Group’.
ERGs within an organization are viewed as a “safe zone” for innovation, creativity, and risk taking for an organization, without the true risk taking by the company itself. The ERG’s goal is to prove to their organization that they can develop multiple

ERGs, put plans in place, are able to track those plans and results, and ultimately show that they can connect to parts of the community and target market more effectively than the organization on its own.

When an organization wants to increase their Hispanic, African American, Chinese, Japanese, or different generational markets they normally go to the specific members from that “Employee Resource Group” in order to help them achieve that initiative.

Senior business leaders want to know what your ERG brings to their organization other than innovation and creativity. Your organization wants to know how your ERG initiatives and efforts have decreased a weakness the organization had or has made a current strength within the organization better.

ERG leaders must be able to tell a great story to the stakeholders along with their reports and data. Stakeholders within your organization are not only interested in what you have accomplished, but they are also interested in why you started, why you focused on that area of the business specifically, and what your end goals and results were based on for your ERG’s initiatives.

If your ERG wants to transition to a BRG, the first step is to discover your organization’s major business need and create a business strategy to address that need. Focus on unique business needs that your group is uniquely qualified to provide the expertise and resources to solve. Once you have established your credibility as a business resource, your organization will look to your group as a strategic business partner and you will have transformed to a full Business Resource Group.

Reference
Welbourne, T. M., & McLaughlin, L. L. (2013). Making the Business Case for Employee Resource Groups. Employment Relations Today (Wiley), 40(2), 35-44. doi:10.1002/ert.21409

Guest Contributor: Michelle Brown is a Business Developer and Executive Assistant with PRISM International, Inc., a WBENC-certified full-service provider of innovative and proven consulting services and training programs and products for leveraging diversity and inclusion within organizations. Michelle possesses a Bachelors in Psychology, Masters in Transformative Organizational Leadership, and is in the process of obtaining her PhD in Industrial & Organizational Psychology.