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.

Engaging Remote Workers Through Virtual ERGs and Councils

Today, more than ever, organizations have employees working offsite, from home, and even in different countries. Additionally, 68% of millennials seeking jobs state that the option to work remotely would significantly increase their interest in an employer, according to AfterCollege.com.

According to a forecast of employment trends by the World Economic Forum, work flexibility, including telework, is “one of the biggest drivers of transformation in the workplace.”

With increased demand for employees to work remotely, a challenge for diversity and inclusion programs has emerged. The business challenge is finding the most efficient, productive method to engage with and motivate remote workers.

Employee Resource Groups and Diversity Councils serve to engage and connect employees with similar interest and backgrounds. While this is helpful for employees who are all located in the same site or even same area, for workers who are spread around the country and even around the world, this becomes more problematic for a number of reasons.
Remote workers can have feelings of isolation—feeling different or even excluded, or are considered less committed to the organization by virtue of not being physically present in an office. However, a well-executed and run ERG or Council, can help in fostering a greater sense of inclusion for remote employees in the workplace.

Many Fortune 500 companies are now implementing more remote or virtual ERGs and Councils. While it is not always easy to implement virtual ERGs and Councils, the benefits to both the organization and the employees far outweigh the challenges. A few lessons learned to help new groups as they decide to form include:

1. Partner with your IT team.
The first thing a new or planned virtual group needs to do is to see if their organization has the IT resources to support their group and provide innovative ways to reach as many remote members as possible. Whether it’s problems connecting via the video conferencing equipment or trying to stream or record meetings, your IT team will be the workers you lean on most to make your group work as smoothly as possible. Get them on-board first thing.

2. Get to (really) know your fellow group members.
Being on long calls with a group of people you’ve never met can make meetings feel like a chore. Knowing your fellow group member outside of the reports they produce and the voices you hear on conference calls makes all the difference. As the group is forming, make a concerted effort to know your team on a more personal level, such as knowing their birthdays, names of their children, spouses—even their pets. Ask about hobbies, outside interests, favorite vacation spots! It can help make your team feel more connected to each other and committed to the overall success of the group.

3. Get in virtual face time.
You should try to use video conferencing calls as much as possible, Skype, Facetime, WhatsApp and BlueJeans are all good if your organization does not have the resources for video calls. Face time calls help your group members, who might be working from all corners of the country or globe, to feel like they are really part of a team. Plus, having a face to go with the voice, IMs and emails is always a good thing!

4. Schedule in-person meetings.
If at all possible, look for opportunities to meet in person. Company meetings or training sessions where everyone is flown in to HQ or a mutual location are great times to meet your group members. Conferences, such as the ERG and Council Conference sponsored by the Association of ERGs and Councils, are also good opportunities to being your members together. Also, look for members who live (somewhat) near each other and encourage them to get together for lunch, dinner, or drinks. It helps diminish any possible sense of isolation that they might be feeling and makes them even more committed to your ERG or Council.

Establishing remote and virtual employee resource groups can significantly increase the success of remote employees while also improving engagement and retaining talent. Because these groups are comprised of a diverse array of employees, their ability to bring multiple perspectives and ideas to the table is an added business benefit that organizations should not pass up.
But before creating a group, make sure your company is ready to provide the support necessary for it to succeed. These remote and virtual groups should follow established policy and guidelines for local ERGs and Councils, such as obtaining executive support, selection and election of officers, developing by-laws, goals and objectives as well as abiding by all internal policies and guidelines

Activity vs. Impact

Last month, at the 9th annual Honors Award ceremony, we recognized ERGs and Councils that had measurable impact on their organization that achieved business results. While celebrating the impressive work of the Top 25 ERGs and Councils, it became clear that there is a huge difference between activities and impact.
So what is the difference between activity and impact, and how does one distinguish between the two?

Activity is defined as "energetic action or movement." Collins English dictionary describes activity as "any specific deed, action, pursuit, etc., including recreational activities". It is possible, therefore, for one to be busy engaging in a lot of activities, but not really making a difference. Activity isn't bad in and of itself; but when activity is not directed towards purpose, we aren't as great as we could be. Many times, ERGs and Councils fall into the “more activity is better” rut, thinking the more activities we do the more successful we will be. That is why Pride Parades, Cancer walks, Cinco de Mayo parties and an endless parade of lunch speakers often makes up the bulk of ERG activities. All good, busy work but not a lot of business impact.

Purpose is the definitive link between meaningful activity and impact. This is the single most important factor in your ERG or Council’s ability to lead. Purpose is what makes you distinct, but it is also the motivation behind what you do. If you are going to make an impact on your organization, your purpose must be aligned with your activities. And your activities must be aligned with the organization's business goals.

Activity is powerful when it is coupled with purpose and impact. According to BusinessDictionary.com, impact is a "measure of the tangible and intangible effects (consequences) of one's action or influence upon another." By inference, impact denotes planning, analysis, and outcomes. Hence, impact can be ascertained by asking three (3) simple questions:
• Is there a specific business purpose?
• What will be the outcome of my effort?
• How will the business/organization benefit?

Of course, impact can either be positive or negative. Keep in mind, it’s easier for folks to remember the negative impacts instead of the positive. That is why we must ensure our focus is directed toward the organization’s benefits in terms of:
• Knowledge gained and how that knowledge is applied to the business.
• Behavior or attitude changes.
• Practice or situation changes.
• Results of those behavior, attitude, practice or situation changes.

There is nothing wrong with activities, unless they are not paired with purpose. If you ask yourself these questions and use this checklist as you are planning your group’s activities, you will be more likely to have an impact on your organization that will have lasting value and provide your group with the business credibility it needs to succeed.

No, Employee Resource Groups are Not Passé

Last month, Deloitte rocked the Diversity & Inclusion (D&I) circuit with a startling announcement: they're beginning to close down their employee groups focused on women, ethnic or racial minorities, and other diversity-themed groups. As noted in a Bloomberg Business Week article, the company is eliminating its women's group after more than two decades, and will be phasing out its other groups over the next year and a half.

As a former volunteer leader of one such group, and as a consultant and researcher focused on these groups, the announcement took me by surprise. If anything, these groups -- whether they're called Employee Resource Groups (ERGs), Business Resource Groups (BRGs), Affinity Groups, Employee Networks, or any other similar combination -- have been becoming more popular in recent years, not less. It's hard for me to fathom the idea that Deloitte would believe that these groups aren't adding value anymore.
Employee Resource Groups

For those who may not be familiar: ERGs (as I'll call them, for simplicity) are organizationally sponsored groups of employees, typically run under the guidance of the HR department or a Diversity & Inclusion office, but led by employees who are volunteering their time outside their "day job". In my consulting work, I like to describe ERGs as "grassroots, with guardrails", because they reflect the shared personality of their membership but still follow certain corporate or agency guidelines. Most large organizations have at least a few ERGs, with groups for women and ethnic or racial minorities being most common, but over the years this has expanded to ERGs for people with disabilities, military veterans, LGBT people, parents and caregivers, younger workers, and more. In short, they're on the rise, not fizzling out.
Engaging the Majority

Deloitte's argument is that ERGs can become insular, with only members of a certain demographic participating. For straight, white, able-bodied men, ERGs can feel like a "them" group, not an "us" group. Older white men, as one Deloitte leader noted, "need to be part of the conversation and advocate for women", for example... and that statement implies that they're not engaging with women's ERGs today. In my opinion, this is a symptom of poorly run ERGs, not a construct that's destined to be exclusive. If your senior executives (many of whom identify in the majority groups rather than the groups that ERGs tend to represent) aren't feeling like they are engaged with the ERGs, then that's a problem for which there is a solution -- and the solution isn't getting rid of ERGs.

As an example, years ago I hosted a networking reception for the LGBT ERG at my former employer. For weeks, I made a hard press at every senior leader I knew, trying to drum up attendance and make this a really big event. On the evening of the reception, a young gay coworker came up to me and remarked with awe that he had no idea there were so many LGBT executives at our company. When I shared that several of the leaders present were LGBT, but that many more were not, my colleague was initially perplexed and even a little upset. "Isn't this an event for LGBT people?" he asked me. I responded that it was great that we had several LGBT role models present, but challenged him to consider how great it was that these other senior executives had decided to spend their evening with us, because they cared about their LGBT teammates and wanted us to know that we had their support. Their message, as I shared it, was this: you can be LGBT and still have a successful career here, if you work hard and make an impact, just like every other employee.

Engaging the majority in ERG work doesn't need to be restricted to "executive sponsor" or guest speaker roles, either. Some of the most passionate and engaged volunteer leaders of an LGBT ERG that I previously worked with don't identify as lesbian, gay, bisexual, or transgender; they're straight people who are committed to making the company a better place to work and our society a better place to live, and sometimes they work harder for those causes than many of the LGBT leaders I know (myself included). In short, if your senior leadership team isn't feeling included by your ERGs, then you're probably not engaging them effectively.
Inclusion Councils vs. ERGs

Deloitte's alternative is inclusion councils, which will give senior executives (who, again, tend to be fairly similar in terms of gender, ethnicity, etc.) more of an opportunity to participate in changing the diversity climate at the organization for the better. This is a great offering, and indeed, these kind of councils are not exactly a new concept. Most large organizations have a "Diversity & Inclusion" council of some sort, and many have multiple levels of councils. (At a previous employer, for instance, there's a Global Diversity & Inclusion Council of senior executives from each major division, and then each of those divisions has its own D&I council that helps implement the strategic guidance of the corporate-wide council.) These are great organizations, with the opportunity to make a real impact, but they're not a suitable replacement for ERGs.

First, vastly more people have the opportunity to participate in ERGs. Virtually every employee can participate in one -- or more -- of the ERGs at their organization. While Deloitte hasn't announced many specifics about these inclusion councils, they almost certainly won't be viable platforms for nearly as many participants. At many large organizations, anywhere from 1/3 to 1/2 of the employee population is involved with at least one ERG. When you consider the scope of very large organizations, with hundreds of thousands of employees, you can see just how many people ERGs can include. If Deloitte's inclusion councils are like similar councils that I've seen in organizations -- again, we don't have specifics yet -- then they probably have no more than 10-20 or so members on a council... Even if we assume dozens or even hundreds of councils (which seems unwieldy), that's just not providing an opportunity for very many people to directly engage.

Furthermore, an inclusion council quite simply doesn't have the resources to accomplish everything that ERGs can accomplish. Many organizations have areas of focus for their ERGs that revolve around helping to bring in diverse talent, supporting and developing those employees, creating an inclusive workplace culture, and contributing to business development and community partnerships with diverse customers and clients. An inclusion council can help with some of this, certainly, but it's unlikely that it can have the same impact across the board. One senior diversity leader at Deloitte is quoted as saying that will allow managers "to have a direct role in creating an environment that will keep employees of all backgrounds from leaving the company and help attract new talent." That's a great objective, but again, it doesn't come close to addressing all of the value proposition of ERGs today.

Perhaps most importantly, regardless of any potential flaws or limitations, the undeniable truth is this: when run effectively, ERGs can add significant value to their members, their leaders, the organization, customers or clients, and communities. In my opinion, it doesn't make sense to eliminate something that has been adding unique and meaningful value... and certainly not because some straight white men at the top of the organization are feeling left out.

To be blunt: the fact that you may not be feeling like ERGs are valuable to you is no reason to take them away from many other people who still find extraordinary value in the groups. And as my colleague and former teammate Erika Irish Brown wisely noted, eliminating ERGs potentially "caters to the status quo and comfort of senior leaders instead of the individuals these groups are meant to develop and support."
The Bottom Line

In many cases, ERGs have opportunities to be more open, more inclusive, and more impactful. Inclusion Councils, too, can add great value in certain specific areas, but they don't add value in the same way, or for as many people. The solution isn't to end one in favor of the other; it's to continue to refine and improve both.

Guest Contributor:
Kevin England, Ph.D. is an educator and researcher in the fields of Human Capital and Diversity & Inclusion, with a particular focus on Employee Resource Groups (ERGs). His doctoral dissertation focused on the experience of becoming an ERG leader, and he continues to research and consult about ERGs and other Diversity & Inclusion programs.

The Need for ERG and Diversity Council Succession Planning: Where Do You Begin?

Most organizations have succession plans in place for their key executives and leaders in case one leaves a critical position suddenly. ERGs and Diversity Councils have critical positions also, yet many do not have succession plans in place for their groups.

I have often heard stories of once strong and successful ERGs or Councils often finding themselves struggling and some even going dormant when they suddenly lose key group leadership. A good succession plan ensures the availability of competent members to take over an ERG or Council position when the incumbent leaves to ensure continuity in key to ensure that operations continue without disruption.

An effective succession-planning process should be completed and a plan adopted in advance of any departures. This will help create a strong foundation and conditions for a successful leadership transition. Furthermore, success depends on defined responsibilities among the ERG or Council positions. Properly outlining responsibilities and communicating them prior to the planning process will help alleviate concerns among those involved.

Succession-Planning Readiness Questions

The following questions should act as the first step in measuring your group’s readiness for succession planning.

1. If your group leader is suddenly unable to serve, or retires, have you identified candidates for the position?
   • If the answer is yes, is that member or employee prepared? Do they have the required leadership style, financial knowledge, contacts and necessary experience to lead the group and continue to provide members and the organization uninterrupted services?
   • If the answer is no, what is your plan for bringing a new leader who understands how to lead your group and continue to provide uninterrupted service to members and the organization?
2. Does everyone within the ERG or Council know who will be the group’s acting leader until a new successor can be officially appointed?
3. Does the organization trust that the ERG or Council can continue and succeed without the current leader or is she/he too identified or associated with the group that without that person the group will lose credibility?
4. Will the group lose institutional knowledge and contacts if your leaders were to suddenly leave?
5. Is the current group leader’s current level of responsibility realistic, or has the leader, in good faith, taken on too much responsibility at the expense of other member development? (Trying to do everything themselves). What skills need to be replicated in the new leader versus those that could be developed among members?
6. Are there other positions besides the group lead that would leave the ERG or Council vulnerable should they depart? If so, what plans are in place to address their departure?

Once you have answered these questions you can move to tactics that will help with the succession process.

To read more about succession planning become a member of the Association of ERGs & Councils.

Engaging White Males in Diversity and Inclusion Initiatives

When I speak to diverse groups about their diversity and inclusion initiatives, I always ask the question, “What are you doing to engage white males in your diversity process?” More often than not, I get blank stares back. Sometimes, I get defensive statements like “We are the one’s that need the help. They already have everything. Why should we engage them?”

The answer is quite simple, in most organizations across the country, white men make up the majority of senior leadership, director and manager positions. They are the crucial decision-makers whose buy-in is crucial and necessary for substantive and sustainable D&I progress. Unless white males are invited to play a role—a leadership role—in improving diversity in the workplace, changes will not come.

Often, diversity leaders and ERG and Council leaders make the mistake of thinking that if their white male leadership simply voices support for their companies’ diversity and inclusion programs, that will suffice to demonstrate their commitment to these initiatives. What instead is needed for any inclusion program to be successful is the full commitment and involvement of white leaders, and this is where many organizations come up short.

While white, male leaders may say they understand the need for diversity and inclusion and that they support the corporate initiative, in reality, this key demographic group often feels excluded from the programs. A study by Greatheart Labs and Georgetown University in 2013 found that exclusion was the top challenge white male executives face when trying to incorporate diversity and inclusion into their leadership efforts. According to the study, nearly 70 percent of white male respondents agreed with the statement “It is still not clear diversity initiatives are meant to include white men.”

What can an ERG or Diversity Council do to start to bring white men into their initiatives and engage them in diversity and inclusion? We first need to acknowledge that white males must play a leadership role in diversity initiatives. Their positions, their influence, and their numbers in your organization make them critical to success. If they are not involved, engaged, and out in front, the initiative cannot succeed.

Secondly, we must also acknowledge that while top management support is essential, in most organization, middle managers and immediate supervisors have a more direct impact on the day-to-day experience of the people they manage than the leaders at the top. Every supervisor has to be a part of the inclusion effort in order to create a culture that is hospitable and welcoming to a diverse workforce. Engage leaders at the middle manager level and make it relevant to them, not just your group. Show them how D&I will improve their lives and make their job easier.

A diversity initiative must be inclusive to be credible. Defining diversity in a way that excludes the concerns of any group, or focuses only on some, undermines what should be the goal of every diversity initiative—to help every person in an organization feel comfortable and to realize his or her potential. A culture that values diversity will benefit everyone in an organization.

Finally, progress comes one person at a time. As important as metrics are, they should never distract from an organization’s focus on the individual. Sustained progress in diversity ultimately requires that each person in the organization be supported and given the opportunity to succeed. Take the time to reach out, invite, educate and engage your white, male leaders. Make them feel not only welcomed, but that they have a role to contribute in the success of your group. The one-person-at-a-time approach may be painstaking and slow, but it will drive lasting success and create a more inclusive and collaborative environment for all.

7 Ways to Engage White Men:

1. Talk about inclusiveness, not just diversity.
2. Reach out to middle level managers and help them build relationships across differences.
3. Welcome them to your groups and provide incentives for them to join.
4. Identify influential white male leaders to help champion your efforts and include them on your ERG and Council committees and encourage them to lead or co-chair one.
5. Educate them about the business imperative.
6. Help them become aware of bias and hidden inequities.
7. Assign them a list of tasks to complete so that they can contribute to your goals, feel part of the solution, and celebrate your achievements.

Only 37% of employers give off Martin Luther King Day

Only 37 percent of employers give the holiday honoring the Rev. Dr. Martin Luther King Jr. as a paid day off, according to a recent national survey.

That is about the same percentage of employers offering Presidents' Day as a holiday, the Bloomberg BNA Holiday Practices Survey of 350 human resource professionals found.

The survey gave a breakdown of which types of employers were likely -- and least likely -- to give MLK Day as a paid holiday:

• 62 percent of non-business establishments, which include government, educational institutions and nonprofit organizations, are giving employees a paid day off
• Only 34 percent of non-manufacturing employers are giving a paid holiday
• Only 10 percent of manufacturing companies will give workers the paid holiday
• 45 percent of companies with at least 1,000 employees have made the day a paid holiday
• Only 34 percent of smaller organizations will do so.

So, what does the giving of MLK Day as a paid holiday say about your company’s character?

In light of today’s issues, it is surprising that many employers choose not to acknowledge Dr. King’s contribution to the dialogue of diversity and inclusion in our country. It took almost 20 years for all 50 states to observe the federal holiday. Yet, today there are still 63 percent of US companies that refuse to celebrate his work.

The climate of the 1960s bears an unfortunate resemblance to the current state of our country in 2017. With divisiveness on both sides, we are dealing with issues of political and urban unrest, race baiting and gun legislation. We live in a polarized nation of red state vs. blue state, gay vs. straight, black vs. white and the haves vs. the have nots.

The reason we honor Martin Luther King is that when confronted with the same problems in the 1960s, he chose to respond to these issues not with a closed fist of aggression or a closed mind of hatred, but an open hand of love and an open mind of understanding.

Yet, today, despite all the talk of multiculturalism and inclusiveness in the workforce and the hundreds of millions of dollars that are spent every year on diversity programs and training, if your organization refuses to observe a holiday that acknowledges the man who, in no small part, inspired your internal policies of diversity and inclusion, then diversity is obviously not a priority at your company. It could be considered business as usual at best or passive racism at worst.

By not recognizing the holiday, companies are not only sending a message that their diversity programs are just talk without substance, but they are also missing an opportunity to practice what Martin Luther King taught, to do acts of goodwill and kindness to others. Some enlightened companies such as Comcast, AT&T and others, in addition to giving their employees the day off, also encourage their staff to use the day to volunteer at their favorite charities or for a good cause.

Dr. King once said, “All labor that uplifts humanity has dignity and importance and should be undertaken with painstaking excellence.”

So, whether or not you have the day off from work, by volunteering and giving back to better your community or to help those in need, you will be honoring the true spirit of what Martin Luther King stood for and the day we celebrate his legacy.