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Praisefor EmployeeResourceGroup Excellence “NoonehasdonemoreresearchonERGsthanRobert.Hehasthedeepdata,the richstories,andtheprovenstrategiesthatgiveshimunmatchedinsightsintowhat ittakesforERGstohavetransformativeimpact.”
AndrésTapia, KornFerryGlobalDE&IStrategistandco-author,“The5Disciplines ofInclusiveLeadership.”
“Dr.RobertRodriguezhaswrittenamust-readprimerforanyoneconsideringan ERGleadershiprole.Extraordinaryinsightsandguidance!Readthisbook–and learnfromthebestinthebusiness.”
MarianaFagnilli, VicePresident,GlobalOfficeofDiversity,Equity&Inclusion, LibertyMutualInsurance
“Youcannotsolvewhatyouarenotwillingtosee.”
TyronneStoudemire, GlobalVPofDiversity,EquityandInclusion,Co-Chair,GlobalDiversity, EquityandInclusionCounsel,HyattHotelsCorporation
“Dr.Rodriguezisoneofthemostestablishedandknowledgeableresourcesonthe strategicimperativeofERGs,quantifyingtheirvalueandguidingtheworld’stop companiesintheirjourneystowardsworkplacebelongingforall.Thisbookisa must-haveresource!”
JenniferBrown, FounderandCEO,JenniferBrownConsulting;Author,“HowtoBeanInclusive Leader:YourRoleinCreatingCulturesofBelongingWhereEveryoneCanThrive.”
“AcrucialguidetohavingsuccessfulandimpactfulERGs,whileatthesametime, creatinganinclusiveculture.Thisbookprovidesstrategicsteps,metrics,and insightstoelevatingtheperformanceofemployeeresourcegroups.”
—JorgeDeLaJara
, SeniorDirector,ProCustomerEngagementandGenerationT.Lowe’s Companies,Inc.
“IhaveknownRobertRodriguezforclosetotwodecades.InthattimeIhaveseen himbecomethepremierexpertonhowtoelevateERGperformanceincorporate America.”
—IsaiasZamarripa, GlobalDiversityandInclusion,BristolMyersSquibb
“IhaveseenthepowerthatERGshavetomeaningfullyenergizepeople,strengthen connections,andpromotetransformation.Dr.Rodriguezknowsbetterthananyone inbusinesshowtocurate,organizeandresourcetheseindividualorganizational assets.Thisbookisbothamust-haveandagifttoanyonetryingtoachieveERG excellence.”
—ShannonTrilliKempner, VicePresident,CorporateResponsibilityandDiversity& Inclusion,CatalentPharmaSolutions
“ERGsareoneofthefirstelementsofadiversity&inclusionstrategymostorganizationskick-offontheirjourneytowardsgreaterequity.Robert’sknowledge, research,andactionablerecommendationsensuresthatERGsaresetupforsuccess andbenefitboththeemployeesandalsotheorganization.Don’ttrytolaunch ERGswithouttheexpertiseandguidanceprovidedbyDr.Rodriguezinthisbook.”
—BoYoungLee, ChiefDiversity&InclusionOfficer,UberTechnologies,Inc.
“Dr.RobertRodriguezhasbeenatrustedadvisor,andmajorasset,tousinthearea ofERGsbyprovidingFacebookwithcriticalguidance,strategicinsightsandcreativesolutions.Hisdeepexpertiseandcredibilityarewhyheissuchasought-after diversityleaderandinfluencer.”
—BarbaraFurlow-Smiles, GlobalDiversity&InclusionEngagementLeader,Facebook,Inc.
“RoberthasbeenasteadfastadvisortoStateStreet’sEmployeeNetworksformany years.Weowealotofourgrowthtoadoptinghis4Capproachandstrategy.This bookisamust-readforthoseERGleadersanddiversitypractitionerslookingto turbochargetheirnetworks.”
—PaulFrancisco, ChiefDiversityOfficer,StateStreetCorporation
“Dr.Rodriguez’s4CERGstrategicframeworkisabest-in-classmodelformoving towardsERGexcellence.The4CModelcreatesemployeeresourcegroupsthatare business-focusedandimpactfultobusinessresults.”
—JessicaRice, GlobalHeadofDiversity,Equity,andInclusion,UnderArmour
EMPLOYEE RESOURCE GROUP EXCELLENCE EMPLOYEE RESOURCE GROUP EXCELLENCE GROW HIGHPERFORMINGERGs TO ENHANCEDIVERSITY,EQUALITY,BELONGING, ANDBUSINESSIMPACT
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ToMomandDad:Thanksforallthesacrificesyoumadetohelpgiveme moreopportunitiesandabetterlife.Thisbookextendsyourlegacyof alwaysgivingbacktothecommunity.Littledidyouknowthatyour decisiontomoveourfamilytoMinnesotawouldleadtothestartofmy lifelongconnectionwithemployeeresourcegroups.Allmylove.
ToBaileyandBenjamin:Icanhavenogreaterambitioninlifethantobe thebestfatherIcanbetoyouboth.Youareyettooyoungtohavelaunched yourprofessionalcareers,butifyoushouldbefortunateenoughtoworkfor acompanysomedaythathasemployeeresourcesgroups,Ihopethatyou willjoinanERGandthatyourERGexperiencewillbeasrewardingas minehasbeen.Iloveyouboth.
ToSofia:You’llalwaysbetheloveofmylife.Thanksforyourunwavering support,notonlyduringthewritingofthisbook,butinsharingmeasmy ERGconsultingcommitmentsoftenrequiresextensivetravelawayfrom ourhome.WhoknewthatitwouldbeanERGeventthatwouldbringus together?TeAmo.
Tocompanies:Thanksforallyoudotosupportemployeeresourcegroups. MaythisbookhelpyoucreatetheconditionsthatwillnurtureERG excellence.
ToERGmembersandleaders:Thisbookisdedicatedtoyou,duetoyour willingnesstogivebackandcommityourtimeandenergyaboveand beyondyourdayjobstohelprunandmaintainyouremployeeresource groups.ThisbookismygifttoyouforallthatERGshaveprovidedme duringmylifetime.Iwillbeforevergrateful.
INTRODUCTION:THEMILLI VANILLISYNDROME MyPersonalConnectiontoEmployeeResource Groups ThecityofMatamorosinMexicoseemslikeanoddplacetopointto astheoriginationpointforthisbookthateventuallywasdestinedto betitled EmployeeResourceGroupExcellence.Matamorosisacityinthe northeasternMexicanstateofTamaulipas.Itislocatedonthesouthern bankoftheRioGrande,directlyacrosstheborderfromBrownsville, Texas.
Matamorosisthebirthplaceofmyfather,German.Myfatheris theoldestofeightchildren,allofwhomwerebornandraisedinor nearMatamoros.Whenmyfatherreachedtheagewherehecould work,hewouldgoacrossthebordertoworkinBrownsville,Texas.It isinBrownsvillethatmyfathereventuallymetmymother,Janie.Janie isMexicanAmerican,butsheisaUnitedStatescitizen,borninTexas. Afterashortcourtship,GermanandJaniemarriedandsettledinthe cityofLubbock,locatedinthepanhandleregionofTexas.
LubbockisthecitywhereIwasbornin1969.Mymemoriesof Lubbockarerathervague,aswelivedthereonlyuntilIturnedfouryears old.Ourfamily,alongwithmyaunts,uncles,andcousins,usedtotravel totheMidwesteveryyearasmigrantworkers.Wewouldgotocities likeTraverseCity,Michigan,toworkthecherryfieldsandWahpeton, NorthDakota,tohelpwiththesugarbeetharvest.Weeventuallysettled onthewestsideofSt.Paul,Minnesota,whichiswhereIgrewupand spentmyyouthduringthedecadesofthe1970sand1980s.
Thisupbringingiswhatledmetoeventuallyjoinemployee resourcegroups.Yousee,Minnesotaisagreatplacetolive,andwas agreatplaceforachildtogrowup.However,duringmyformative yearsasachild,therewasnotalargeHispanicpopulationintheTwin Cities,whichiswhatMinneapolisandSt.Paulcombinedarecalled. OtherthanmyextendedHispanicfamilythatsettledinMinnesota withus,therewerenotmanyotherLatinos.Eventodayin2021,the percentageofHispanicslivinginMinnesotaisstillonlyapproximately 5percent.Itwasdefinitelymuchlessbackinthe1970s.
Myparents,whowerewellintentioned,encouragedmetoconnect withthelocalAnglokidsintheneighborhood.Soonyouwouldfind meonthehockeyrinksinthewinterandbaseballfieldsinthesummer. Friendsandneighborhoodkidstohangoutwithwerenottoohard tofind,butalmostnonewereHispaniclikeme.Additionally,my parentsencouragedmetoassimilatewithinthepredominantlywhite communityinwhichwelived.Forexample,insteadoflearningto danceMexicancumbiasorrancheras,IlearnedAmericandancesand thepolka–therewerelotsofpolkabandsatweddingsandpartiesin Minnesota,Isoonrealized.
AssimilatinganddownplayingmyHispanicheritageservedme wellinhighschoolandevenincollege.WhileIwasnotashamed ofmyHispanicheritage,Iwasn’tleaningintoitnorcelebratingit. Itsimplywasnotabigpartofmyidentity.Mycousinswhohad remainedinTexasanddecidednottomovetoMinnesotaweremore fluentinSpanish,moreknowledgeableabouttheirheritage,andwore theirLatinoidentityontheirsleeve.Iguessitiseasiertocelebrate yourHispanicheritagewhenyouaresurroundedbyalargenumberof Hispanics.
Anyhow,afterfindingacademicsuccessinhighschoolandincollege,iteventuallycametimetojoincorporateAmericaandstartmy professionalcareer.Myfirsttwojobswerewithlargecorporations,TargetStoresand3MCompany.Myjobswithbothofthesecompanies
Introduction:TheMilliVanilliSyndromexiii werebasedinMinnesota,soInaturallyfollowedthesameroutineas whenIwasinschool.Thatis,IidentifiedasHispanic,didn’tdenyit butalsodidnotcelebrateiteithernormanifestittoagreatdegree.
MilliVanilli Backinthelate1980sandearly1990s,thepopduogroupknownas MilliVanilliwashugelypopularandsuccessful.Thegrouphadseveral hitsongs,including“GirlYouKnowIt’sTrue,”“BlameItontheRain,” and“BabyDon’tForgetMyNumber,”eachreachingthenumber1 rankingontheBillboardHot100.Ievenadmittolikingthegroupand theirsongs.
Withtheirgoodlooks,catchysongs,andappealingvideos,Milli VanilliwentontowinaGrammyforBestNewArtistin1990.The twomembersofMilliVanilli,FabMorvanandRobPilatus,were adoredbyfansandlovedbythemusicindustry.Unfortunately,itwas eventuallydiscoveredthatwhileRobandFabappearedintheMilli Vanillimusicvideosandperformedattheconcerts,itwasnottheir voicesthatwererecordedonthealbum.Oncewordgotoutthatother artistssuppliedthevocalsonthealbum,MilliVanilliwasdroppedby theirrecordlabel,theirvariousawardsweretakenaway,andtheywere shunnedbyeveryoneandultimatelybecamefamousforbeingfakes andinauthentic.
WhiletheMilliVanilliscandalplayedout,mycareerwasprogressingnicely.Iwasperformingwellinmyjobandwasgainingrespect atwork,makingmanynewfriendsandprofessionalcolleagues.So wellinfactthatIwasdeemedearlyinmycareerassomeonewho hadhighpotentialforacceleratedcareeradvancement.Atthetime thatIwasworkingat3M,anyyoungprofessionalwhowasratedas havinghighpotentialhadtoparticipateinthecompany’sleadership assessmentprogram.Theprogramconsistedoftakingapersonality indicator(ItooktheMyers-BriggsTypeIndicator),havingone-on-one
interviewswithleadershipdevelopmentexperts,completinganinbox worksimulationexercise,andparticipatingina360-degreefeedback reviewsessionwhereagroupofmypeersandreportingstaffcomment onmyperformanceandwhatIamliketoworkwith.
Overall,myassessmentresultswerestrong,andIcontinuedto getpromotedaboutevery18monthsorso–Iwasonthefasttrack. However,therewasonebitoffeedbackfrommy360-degreereview thatIwillneverforget.OneofmypeersindicatedthatIcameacross asinauthenticbecauseitappearedtothemthatIwasdownplayingor hidingcertainaspectsofmyselfsoasnottoappeardifferent,andthat Iwasdisassociatingfromoneofthedimensionsofmyidentity.This peerknewthatIwasHispanic,butsinceIwasn’treallyembracingmy Hispanicheritageatwork,tohimIcameacrossasbeinginauthentic: “HesortofremindsmeofMilliVanillibecausehemakesmethink heisfakingsomething,andI’mnotsureIcantrustsomeonewhois faking.”
Ouch.Thiscommentstung.Stillstingstothisday.Ihadnever feltlikeIwasbeingaphonyatwork.IneverclaimedtobesomeoneI wasnot.Butapparently,tothisoneotherperson,thatisexactlyhow Iwascomingacross.Theleadershipdevelopmentexpertwhowas assignedtoreviewmyresultstoldmethatbecausemyresultswereso strong,Ishouldn’tworrytoomuchaboutthisonesinglecomment. Sheremindedmethateverybitoffeedbackisagiftifithelpsaperson improveorraisetheirawareness.Iwashappywiththeresultsofthe assessment,buttheMilliVanillicommentstuckwithmeformany years.LittledidIknow,however,thatthiswouldinitiatemyeventual employeeresourcegroupinvolvement.
Afterseveralshortjobassignmentsinvarioussmalltownsinthe Midwestinwhich3Mhadmanufacturingfacilities,eventuallymy careerrequiredarelocationtoChicago.Ofcourse,Iwasexcitedthat Iwasgoingtoabigmetropolitanarea.LittledidIknowatthetime thatthismovewouldbethestartofmyjourneytobecomemore
Introduction:TheMilliVanilliSyndromexv connectedwithmyHispanicheritage,anditiswhatledmetoseek outandjoinemployeeresourcegroups.Thishappenedinpartbecause severalthingschangeduponarrivinginChicagoandconnectingmore closelywithmyHispanicheritage.
First,theHispaniccommunitywasmuchlargerinChicagothan itwasinMinnesota.IwentfromHispanicsbeinglessthan5percent ofthepopulationinMinnesotatobeingcloseto30percentofthe populationinChicago.BeingsurroundedbyamuchlargerHispanic communitymadeitmucheasiertoconnectwithotherHispanics besidesmyfamily.Second,theLatinocommunityinChicagowas muchmorediverse.InMinnesota,theLatinosinmycirclewere predominantlyofMexicandescent.ButinChicago,theHispanics werenotjustMexicanbutalsoPuertoRican,Dominican,Cuban, Guatemalan,Colombian,Venezuelan,Peruvian,andsoon.This exposedmetoamuchbroaderperspectiveofwhatitmeanttobe Latino.ThethirdbigdifferencewasthatmanyoftheseHispanicswere professionalswithadvanceddegrees,andalmostallheldprofessional rolessuchasdoctors,attorneys,entrepreneurs,engineers,marketing professionals,academics,andpoliticians.NotonlydidIknowand meetveryfewHispanicswhenIlivedinMinnesota,butonlyasmall percentageofthemweredegreedprofessionalsworkingincorporate Americalikemyself.
Thebiggestdifference,however,wasthatmanyoftheHispanics Imetwereunapologeticallyproudoftheirheritage.Theyembraced it.Theydidn’thesitatetospeakSpanish,eatatHispanicrestaurants, playLatinmusic,talkaboutwhatwashappeninginLatinAmerica, orpartakeinHispaniccustoms.Inshort,theywereleaninginto theirHispanicheritage,andbeingLatinowasabigpartofhowthey identifiedthemselves.NotonlydidtheycelebratebeingHispanic,but theyalsowantedotherstocelebrateitwiththem.ManyoftheLatinos IinitiallymetuponmovingtoChicagowereconnectedtononprofit professionalassociationssuchastheHispanicAllianceforCareer
EnhancementortheHispanicNationalBarAssociation,whichmeans theywerealsoactiveintheLatinocommunity.
MycareerpathhadnowtakenmetoworkatAmocoCorporation, theoilandgascompanybasedinChicagoatthattime.Inconnecting withthislarge,professional,diverse,andproudHispaniccommunity, Iwassearchingforagroupatmyworktosupportmygrowingdesire toleanintomyHispanicheritage.EntertheAmocoHispanicNetwork (AHN),theHispanicemployeeresourcegroupatAmocoatthetime. ManyofmyfellowLatinosatAmocoweremembersofAHNandthey encouragedmetocheckitout.Atfirst,Iwasn’tsurewhatthefocusor purposeofthegroupwas,buttheconceptofprofessionalLatinospurposefullymeetingwhileatworkintriguedmeandpiquedmyinterest.
MyconnectionwithAHNwasimmediate.Iinstantlybecame involvedandjoinedasanofficialmember.Ilovedworkingwithother HispanicprofessionalsandenjoyedasenseoffreedomIhadn’tfelt beforeaboutbeingHispanicatwork.Istillrecallmyfirstevent–a CincodeMayoeventheldinthecompanyauditoriumin1997.The focusoftheeventwastoeducatenon-LatinosthatCincodeMayowas notMexicanIndependenceDay.ThemembersofAHNweretiredof constantlyhavingtoexplaintonon-Hispanicsthesignificanceofthis day.ThefeelingofhelpingothersgainbetterawarenessandunderstandingaboutmyHispanicheritagewassatisfying.Notonlydid Iwanttolearnmoreaboutmycultureandhaveastrongerconnection withmyheritage,buttheAmocoHispanicNetworktaughtmethat wecouldeducateothersaswell.Thiswasmyveryfirstexperiencewith employeeresourcegroups,andIwashookedfromtheverybeginning.
AfterworkingatAmocoforafewyears,thecompanymergedwith BritishPetroleumin1998.Atthetime,itwasthelargestindustrial mergerinUShistory.Eventually,mystintatAmocoendedandIwent toworkatRRDonnelley&Sons,theprintingcompanyalsobasedin Chicago.HavinghadapositiveexperiencewiththeAmocoHispanic Network,IinquirediftherewasaHispanicemployeeresourcegroup
Introduction:TheMilliVanilliSyndromexvii atRRDonnelley;unfortunately,therewasnot.Therewas,however, amulticulturalemployeeresourcegroupcalledtheProfessionalsof ColorERG.Ijoinedandeventuallybecamethechairofthegroup in2001.
LikemyexperiencewiththeAmocoHispanicNetwork,my involvementandleadershipoftheERGatRRDonnelleywasquite rewarding.Isoonfoundmyselfdevelopingastrategyforthegroup, allocatingresources,ensuringmemberengagement,andfinding waysthatIandotherscouldbringourfullselvestowork,astheysay. Thechairrolewasalsoraisingmyvisibilityandexposurewithinthe company,becausemanyofmyERGdutiesinvolvedmeetingwith executivesandleaderswithinRRDonnelleywhomIlikelywouldnot havemetthroughthedutiesofmydayjobalone.Overall,Iwashaving ablastandperformingwellasaleaderofthisemployeeresourcegroup.
Ironicallyenough,aftermyERGexperiencesatAmocoandRR Donnelley,Ineveragainworkedatacompanythathademployee resourcegroups.Yetthefoundationhadbeenset.Iwasthankfulthat theERGshadraisedmyvisibility,mycapability,andmypromotability.ButthesinglebiggestbenefitIreceivedfrombeinginvolvedin employeeresourcegroupsisthattheyhelpedmefindmyvoice.The ERGsallowedmetogainconfidenceinbeingmytrue,authenticself. ThecombinationofmovingtoChicagoandthenjoiningemployee resourcegroupshelpedmetounderstandthatmyHispanicheritage wasanassetandasourceofstrength.Thatleaningintomyethnic identitynotonlymademefeelmoreauthentic,butIalsocameacross asmoreauthentictoothers.NeveragainwouldanyonesayIreminded themofthatdamnMilliVanilligroup!
Andthus,thefoundationwasset.Idecidedthenandtherethat Iwouldalwayssupportemployeeresourcegroupsandtalkaboutthe manybenefitstheyprovide.Ifemployeeresourcegroupscouldhavethe sameimpactonothersthattheyhadonme,thenIfeltanobligation tohelpthemgrowandprosperwithinorganizations.Afterearningmy
doctorateandeventuallylaunchingmyownconsultingfirm,Dr.Robert RodriguezAdvisors(DRRAdvisors)in2012,itwasclearthatIwasgoing todedicateasignificantamountofenergyandconsultingengagements tohelpingorganizationscreatetheconditionsthatwillnurtureERG successandbearesourceforERGsandtheirleaders.
Itishardtoputintowordstheinfluencethatemployeeresource groupshavehadonmylife.NotonlydidERGshelpwithmycareer advancement,buttheyalsohelpedmetobecomemytrueauthentic self.Myexperienceinanemployeeresourcegroupprovidedthesafe environmentthatIneededtoembracemyLatinosenseofidentity. ERGsopenedmyeyestoseeingmyworldinawholenewway. MyERGexperienceallowedmetoseelifeinbrilliantcolor.
Ioftendescribemyexperienceofjoininganemployeeresource groupasbeingsimilartothemovie TheWizardofOz.Forthoseofyou whohaveseenthemovie,you’llrecallthatatthebeginning,Dorothy isinKansasandthemovieisinblackandwhite.Soonthetwister (tornado)comesandscoopsupDorothyandwhisksheraway.Then thereisthatgloriousscenewhenDorothyawakensandopensthedoor ofherhousethathaslandedinOz,andsuddenlyherworldisshown inbrilliantcolor.Tome,whenIjoinedanemployeeresourcegroup,it wasasifmyworldtransformedtocolor.Icouldseealltherichnessand beauty–notonlyinmyownHispanicheritage,butinthepromiseof diversityandinclusionitself.
Employeeresourcegroupshavealsoprovidedmeacomfortable living.ConsultingtoorganizationsontheirERGinitiativesisquite lucrative,andmyERGconsultingfeeshaveaffordedmeandmyfamily alifeofcomfort.Andofcourse,ERGshaveallowedmetomeetamazingpeopleallovertheworld.Peoplewho,likeme,believeinthepower ofemployeeresourcegroups.PeoplewhomInowcallmyfriendsand wholiveinallfourcornersofthisEarth.Ultimately,Iamconfident thatthisbookwilltriggeranewwaveofenergy,research,andappreciationofemployeeresourcegroups.Ibelievethatwehaveonlyjust
Introduction:TheMilliVanilliSyndromexix beguntouncoverallthehiddenvaluethatexistswithinERGs.There arestilltoomanypeoplewhohaven’texperiencedthejoyandimpact anemployeeresourcegroupcouldprovidethem.
Andsohereweare,frommyhumblebeginningsasthesonof MexicanAmericanmigrantworkersraisedinMinnesota,tomystruggleswithmyHispanicidentityandbeingperceivedasinauthentic, toeventuallyjoiningandbecomingaleaderofemployeeresource groups.AllthisledmetowhereIamtoday,whichisarguablybeing consideredoneofthenation’stopexpertsonemployeeresource groups.Thisbookseekstocaptureallmyexperienceworkingwith employeeresourcegroups,aswellasthefindingsfromstudyingand researchingERGs.Thisknowledgewillbesupplementedthroughout thebookwithreal-lifeexamplesofemployeeresourcegroupsthat conveyexcellence.Addtothismytrainedacademicseyefornoticing underlyingtheoreticalfoundationsandthenation’slargestcollection ofERGdataanalyticsobtainedthroughmy4CERGAssessmentTM , andthisbookissuretoprovideuniqueinsightsandstrategiesaimedat elevatingERGimpactandperformance.
Inconsideringthearcofthisbook,inPart1we’llfirstexplore thecurrentstateofemployeeresourcegroupsbeforetalkingabout commonERGderailersbeforecelebratingERGleaders.Fromthere, thebooktransitionsintoPart2,whichincludesadeepdiveonthe4C Modelandthe4CERGAssessment,twoofmyinventionsandthings Iconsidertobemygiftbacktotheemployeeresourcegroupcommunity.Wewillexploreeachofthe4C(career,community,culture, commerce)pillarsingreatdetailandoutlinehowtheycontributeto employeeresourcegroupexcellence.ThebookculminateswithPart 3,whichfocusesonERGsolutionsandstrategiesandendswithwhat IcalltheERGExcellenceManifesto.
Mygoalisthatthisbookwilltriggeranewwayofthinkingabout ERGs.Ilookforwardtoprovidingaroadmapthatleadsallemployee resourcegroupstowardexcellence.
1 BeyondFood,Flag, andFun TheCurrentStateofEmployeeResource Groups Theaspirationsforthisbookarenotmeek,noraretheymuted.The purposeofthisbookistohelpemployeeresourcegroups(ERGs) achieveexcellence.Everycompanythathasapproachedmetohelp withtheirERGswantstoknowhowtogetthemtoperformattheir bestandwithdistinction.Thisbookintendstoinformtheseefforts.
Intoday’spolarizedworld,employeeresourcegroupsarenowmore necessarythanever.TheworkofERGsistooimportant,andtheneed istoogreat,forthemnottoperformattheirbest.Myexperiencewith employeeresourcegroupsgoesback30yearstomyfirstjobsincorporateAmericabackintheearly1990s.Eversince,myrelationship withemployeeresourcegroupshasevolvedandmaturedandresulted inhavingamuchmoretexturedunderstandingof,andappreciation for,allthegreatthingsemployeeresourcegroupsprovide.
Thispersonaljourneywithemployeeresourcegroupincludes beinganERGmember,anERGleader,runningERGconsortiums, conductingresearchonERGs,establishingconteststoidentify “best-in-class”ERGs,helpingcompanieslaunchERGs,servingasa
judgetodeterminethetopERGsinthecountry,writingERGwhite papers,andhelpingERGtopivotontheirstrategyandsoon.Itis withoutanyhesitationthatwhenitcomestoemployeeresource groups,Ihaveseenthegood,thebad,andtheugly.Thisextensive experienceuniquelypositionsmetowritethisbook–seeTable1.1.
CompaniesrangingfromAmazontoZillowhaveallaskedmeto helpwiththeirERGs.Workingwithlargecompanies,likeWalmart, andsmallcompanies,likeZebraTechnologies,hasgivenmeaunique perspectiveofERGsthatisnotmatchedbymanyothers.Seeingthese groupsoperateineveryindustryallowsmetotakeastepbacktonotice ERGtrends,observebestpractices,identifykeyderailers,andhearthe discourseassociatedwiththesegroups.Thisputsmeinaveryprivilegedposition.Myacademictraining,includingadoctorateinorganizationdevelopment,helpsintheanalysisofhowemployeeresource groupsoperatewithintheirlargerorganizationalsystems.
Thisbookintendstosharetheselessonslearnedandinsights. Indoingso,thegoalistofurtherhelporganizationscreatetheconditionsthatnurtureERGsuccess.ForERGleadersandERGmembers, thisbookwillhelpyoucreateERGsthathaveaholisticimpactonyour members,thecompany,andthebroadercommunity.
TheVeryHeartofDiversityandInclusionEfforts I’msurethatmostreadersofthisbookworkatorganizationsthathave adiversityandinclusion(D&I)missionstatement.Someareshortbut effective:“Tocreate,nurtureandsustainaglobal,inclusiveculture, wheredifferencesdriveinnovativesolutionstomeettheneedsofour customersandemployees.”Othersareabitmoreelaborate:“Asboth aglobalandlocalbusiness,diversityandinclusionareattheheartof ourvaluesandisanimportantpartofourcompany’ssuccess.Forus, creatingadiverseandinclusiveworkplaceisnotonlytherightthing todo–itisastrategicbusinessprioritythatfostersgreatercreativity, innovationandconnectiontothecommunitiesweserve.”
Table1.1Dr.RobertRodriguezPartialListofERGConsulting Clients(2017–2021)
Abbott
AbbVie
AdobeSystems
Akamai
Technologies
Alcon Allstate
AltoPharmacy
Altria
Amgen
Anheuser-Busch
AonHewitt
AssociatedBank
AstellasPharma
Asurion
BaxterHealthcare
Biogen
BCBSMassachusetts
BlueShieldof California
BMOHarris Bank
Boeing
BritishPetroleum
Brunswick
BSEGlobal
C.H.Robinson
CapitalOne
Catalent
Pharma
Dr.RobertRodriguez
CBRE
Chevron
Cisco Comcast
CoxEnterprises
CrackerBarrel Diageo
DiscoverCard
E.J.GalloWine
ElectronicArts
EliLilly
Ericsson
Facebook FannieMae
FiatChrysler
GeneralElectric GileadSciences
GlaxoSmithKline
Google
Gusto
HallmarkCards
HarleyDavidson
Harvard University
HealthCare ServiceCorp.
Henkel
Corporation
HermanMillar
HyattHotels
Ingredion
Intel
JetBlueAirlines
Johnson&
Johnson
KMPG
KraftHeinz
LeviStrauss&Co.
LibertyMutual
LinkedIn
LockheedMartin
Lowe’s
ManpowerGroup
MassGeneral
Brigham
McDonald’s Corporation
McKesson
3M
Medline
Medtronic
Merck
MetLife
Micron
Technology
Microsoft
Mondeléz
National
Basketball Association
NationalCredit
UnionAssociation
PartialListofERGConsultingClients(2017–2021)
NBCUniversal
Nielsen
Nike Northern Trust
Northwestern Mutual
Oppenheimer Funds
PacificGas& Electric
Prudential Insurance
Raytheon Technologies
Sanofi SCJohnson
Sony
StanleyBlack& Decker
StateStreet Corporation
SurveyMonkey
TheTJX Companies
Uber UnderArmour
Verizon
VMware
Walgreens
Zillow
Butregardlessofwhetherthediversityandinclusionmission statementsareshortorlong,themessageisthesame.Everyone benefitsfromhavingadiverseemployeepopulationwhofeelincluded intheorganization.Thissynopsisofcommonmissionstatementsputs employeesattheverycoreofdiversity,equity,andinclusionefforts. So,inmyopinion,employeeresourcegroupsmustbeattheveryheart ofanyefforttoimprovetheworkplacefromadiversityandinclusion perspective.
Yousee,everycompanysays,“Employeesareourmostimportant asset,”yetfewrarelyactasifthisistrue.Embracingandnurturing groupsthatarerunbyemployees(acompany’smostimportantasset) todrivediversityandinclusion(acompany’sstrategicpriority)to promoteequity(acompanyvalue)justgoestoshowwhyemployee resourcegroupsarecritical.GiventheimportantroleERGsplay, itisnowondertheyareprolificwithinorganizations.Yet,itisstill astonishingthatERGsarestillmostlytreatedasasimpletoolinthe D&Itoolbox,asopposedtobeingtheveryessenceandmanifestation ofdiversityandinclusionitself.
WhyisthepursuitofERGexcellencesoimportant?Firstconsider thecurrentenvironmentoftoday’sorganizations.Companiesarehavingtoadapttoaworkplacethathasanincreasinglydiverseandglobal employeepopulation.Thisdiverseworkforcedemandsinclusivework environments.Employeeresourcegroupshelptocreatetheseinclusive environments.
Morediversityintheworkplacecallsforleaderswhocaneffectively managethisdiversity.Gonearethedayswhenamanagercouldtreat everyemployeethesameway.Today’sdiverseworkforcerequires managerstobemoreinclusive.Itrequiresthemtoknowwhatmotivateseachemployeeandtheuniquestrategiesthatallowthemto getthemostoutofeveryone.Diversityrequiresmanagerstousea varietyofstrategies,approaches,andmethodstomaximizeemployee performance.Aone-size-fits-allstrategytomanaginglargegroupsof
employeesisnoteffective.Thus,thedemandformoreinclusiveleaders hasrisen.Employeeresourcegroupshelpanorganizationcreatethe moreinclusiveleaderstheyneed.
Eventhoughorganizationshaveincreaseddiversityoverall, employeesfromhistoricallyunderrepresentedcommunitiesarestill lackinginmostseniorleadershipteams.Organizationsneedtodo betteringroomingexecutivesthatcomefromamorediversepoolof candidates.Withtheirfocusoncareeradvancement,ERGshelpto createamorerepresentativetalentpipeline.
Notonlyhaveworkplacesbecomemorediverse,sohasoursociety ingeneral.ThepopulationgrowthintheUnitedStatesisbeingdriven bymulticulturalcommunities.Thegrowingsizeoftheseminority populationsmeansthattheirpurchasingpowerisincreasing.Thus, companiesmustcatertoaconsumerbasethatislesshomogeneous.
Multiculturalmarketingdepartmentshavegrowninsizeasorganizationslooktopenetratepreviouslyoverlookedmarketsegments. Ifcompaniesaretoleveragediversemarketsasacatalystforeconomic growth,theyneedculturalintelligence.Employeeresourcegroups providethisculturalintelligence.
Increasingly,employeeswanttoworkforemployersthatare sociallyconscious.Theywantemployerswhoaregoodcorporate citizensinthecommunitiesinwhichtheyoperate.Toaccomplish this,organizationsneedemployeeswhoarecloselyconnectedto theircommunities.Theyneedemployeeswhowanttogivebackto theirneighborhoods,districts,andregions.Organizationsalsowant employeeswhoareinvolvedinlocalnonprofitsbecausethishelps tobuildbridgeswithcommunityorganizations.Employeeresource groupshelpcompaniesestablishstrongerrelationshipsinthe community.
Forthesereasons,andmanymore,organizationsneedtheir ERGstodeliverontheirgoals.WeneedourERGstoperformattheir peak.Andweneedorganizationstoexpandtheirvalueproposition
6EMPLOYEERESOURCEGROUPEXCELLENCE toalltheirstakeholders.Wearenotaskingforperfectionfromour employeeresourcegroups.Perfectionisnotthegoal.Thegoalisa desiretoachieveexcellence.Thedictionarydefinitionofexcellenceis “tosurpass”;itis“thequalityofbeingoutstandingorextremelygood.” WhenERGsstriveforexcellence,theyarealwayslookingatwhere theyareandhowtheycangetalittlebitbetter.Andsincewewillbe discussingtheconceptofERGexcellencethroughoutthebook,I’m goingtodefineithereattheverybeginningofourjourney.
Aswecontinuealongthisbook,wewillperiodicallypauseto reflecthowthisdefinitionofERGexcellencecametoexistandhowit manifestsitselfinourorganizations.
ERGexcellenceisacommitmenttoadata-driven approach,resultinginaninclusivelyholisticvalueproposition inwhichemployeesdriveacceleratedcareeradvancement, improvedculturalcompetency,enhancedcommunityrelations, andgreatercompanysuccess.
EmployeeResourceGroupBasics PriortolaunchingonourjourneytoERGexcellence,let’stakeaquick glanceatthesegroups.Thesegroupsgobymanynames,including affinitynetworks,powerofdifferencecommunities(PODs),employee networks,anddiversitycouncils.Themostcommonnamesusedto refertothesegroupsareemployeeresourcegroupsorbusinessresource groups(BRGs).ThisbookwillreferencethegroupsmostlyasERGs andoccasionallyasBRGs.
So,whatareemployeeresourcegroups?ERGsareinclusive communitiesinwhichthememberstendtosharesomecommon
characteristics.ERGsusuallyfocusontraditionallyunderrepresented groupswithinorganizationsandaretypicallybasedongender(women ERGs),ethnicity(HispanicERGs),race(Black/AfricanAmerican ERGs),sexualorientation(LGBTQERGs),physicalcapabilities (disabilityERGs),sharedexperience(militaryveteransERGs),age (youngprofessionalERGs),orsomeothercommoncharacteristic (parentsERGs).Theytypicallyareformedbyemployeesafterreceiving theapprovalbythecompanytoestablishanemployeeresource group.
ERGsarequiteprevalentinorganizations,withapproximately 90percentoftheFortune500companieshavingemployeeresource groups.Organizationsusuallyhavebetweensixtoeightemployee resourcegroupswiththeoccasionalcompanyhavingadozenormore separateERGsglobally.Forexample,AT&T,theglobalmedia,and communicationscompany,has37separateemployeegroupsand networksacrosstheirenterprise.
WhencompaniesdohaveERGs,theminimumpenetrationrate anyorganizationoughttoachieveis10percent.Thismeansthatat least10percentoftheorganization’semployeesaremembersofat leastoneoftheiremployeeresourcegroups.ERGscanexistwitha penetrationratelessthan10percent,butitisdifficultfortheseERGs tothriveinsuchsituationsbecausetheylackthesufficientcriticalmass oftheemployeepopulation.Agoldstandardwouldbeapenetration rateofapproximately20percent.BestinclassnumbersthatIhave seenareapenetrationrateofabout40percent.Justimagine,almost halfofanorganization’semployeesidentifyingasamemberofan employeeresourcegroup.
Theobviousquestionthenbecomes,whatconstitutesbeingan ERG“member”?Sadly,thatisaquestionthatdoesnothaveauniversallyacceptedanswer.Somecompaniessimplycountthenumber ofemployeeswhowishtobeplacedonanERGemaildistribution
listasmembers.Otherorganizationsrequireemployeestoformally acknowledgeanddisclosetheirmembershipinanemployeeresource groupthroughself-identification.Andyetsomeorganizationsrequire acertainlevelofparticipationinERGinitiativesbeforetheyare countedasamember.Thisleadstothequestionofwhoisconsidered tobean“active”member.Penetrationratessimplyusethemembership definitionchosenbyeachorganization.
Mydiversityconsultingfirm,DRRAdvisors,conductedastudy in2020ontheaverageannualinvestmentallocatedbycompanies towardsemployeeresourcegroups.Thestudyincludedananalysis of175organizationswithERGsandfoundthattheaverageannual investmentallocatedtoeachemployeeresourcegroupwasapproximately$8,800peryearforevery100members.Thismeansthat ifanemployeeresourcegrouphas100members,onaverageit receivedanannualbudgetof$8,800peryearfromthecompany. IfanERGhas200members,onaverageitreceivesanannualbudget of$17,600peryearandsoon.Thisrepresentsa22percentincrease inERGsbudgetssince2011,whenERGsreceivedonaverage$7,200 perevery100members,accordingtoastudybytheglobalequality, diversity,andinclusionpracticeatMercer.Thisequatestoanaverage budgetincreaseforemployeeresourcegroupsofapproximately 2.44percentperyearfrom2011to2020.Personally,I’mawareof onecompanywheretheannualbudgetallocatedtojustoneoftheir employeeresourcegroups(theirwomen’sERG)isover$1millionper year.Asignificantinvestmentindeed.
ButbeforewecelebrateERGbudgetinvestments,interestingly enough,however,theaverageannualinflationrateintheUnited States,accordingtotheUSFederalReserveBankfrom2011to2020, isapproximately2.4–2.6percent.ThismeansthatwhileERGbudgets haveincreased,thesebudgetsaresimplyhelpingERGskeepupwith theinflationrateandthusdonotdemonstrateanysignificantprogress. So,whileorganizationshavebeenlaudingtheimportanceoftheir
