Shedding Light on the Power of Employee Resource Groups

Employee resource groups, or ERGs, can help employees thrive and more effectively contribute to an organization’s success. Just what is an employee resource group? An ERG “allows a community with common interests or causes to come together inside an organization,” says Tami Allensworth, Senior Vice President of Customer Experience at J.B. Hunt Transport Services, a provider of freight transportation services. Employees can gain professional development and mentorship opportunities, she adds.

ERGs also create space for community and give voice to groups that traditionally haven’t had a seat at the table, says Melissa Jass, Diversity, Equity and Inclusion Manager with Yellow, a less-than-truckload company. Members typically share some affinity—say, they’re women or veterans. By coming together, many feel supported and empowered.

In some organizations, employees are the catalysts behind the ERG, Yass says. A few might have belonged to ERGs in other companies and believe the concept would benefit their current organization. In other cases, leaders may help launch an ERG as they’re pursuing a goal, like boosting employee engagement.

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ERG Benefits

ERGs can benefit both employers and employees, says Seville Marquez, Senior Manager

Listen to your audience and provide programming and activities that speak to their needs, whether in personal or professional development, or in gaining practical skills, Marquez says.

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Transportation Quality with Amazon.

“Affinity groups play an important role in building internal networks for creating a community, advising Amazon business units, leading in service projects, and reaching out to communities where Amazonians live and work,” Marquez says. “These groups help not only create an inclusive work environment, but also (in) attracting diverse talent to the company. It’s a win-win!”

ERG Guidelines

A few steps can help both ERG members and the companies sponsoring them achieve the benefits possible.

Research. “Engage with other companies that have created ERGs. Let them tell you what worked and didn’t work as they maneuvered a start-up ERG,” Allensworth says.

Recognize that less is more, especially at the start, and communicate often, including asking for feedback from members, Allensworth says. Don’t be disappointed if not all programs work, she adds.

Identify and understand your mission. Developing an ERG charter helps define the purpose of the group and clarify the work you’re trying to do, Yass says. Then, when ideas or potential events come up, you can intelligently debate whether the ERG is the place for them.

Identify an executive sponsor who’s not just a figurehead, but active in supporting and engaging with the group, “They have the social capital to help you reach more people,” Jass says.

An executive’s support also highlights the importance of the work being done by the ERG, Allensworth says.

Be inclusive. “We grow and improve when we can all come together and learn from each other,” Allensworth says.

Jass notes that her experience in the corporate office is different than that of women at the terminals, and their roles differ from those who are behind the wheel. All can gain insight from the others’ experience.

Marquez advises opening membership to all interested employees, even if the focus is on a specific group. “You never want to alienate those interested in supporting your cause.”

Create an active board of directors, and and clearly define the expectations for each board member. “There will typically be a lot of passion, but the passion needs to turn into positive action,” Allensworth says. In assembling the board, she said to include individuals who are influential within your organization.

Don’t assume that a hefty budget is key to a successful ERG. Many groups launch with low or no budgets, Yass says. The key is to leverage resources available. Her group, for instance, collaborated with Women

In Trucking to put together a webinar on recruiting women. For another event, her group asked vice presidents from within the company to participate in a leadership panel and discuss their careers. “Look for opportunities that are homegrown,” she adds.

ERG members who attend industry conferences are expected to share with other members what they learned and how it applies to their roles, Jass says.

Volunteers in leadership roles within the ERG should have their actions discussed during performance reviews and weighed when they’re considered for advancement or promotion opportunities, Jass says.

A thriving ERG can lead to bottom-line payoffs for both employees and the company by helping it address challenges. Say a company is having difficulty recruiting women drivers. An ERG can ask its women driver members what they like and what they find challenging about their roles, Jass says. Recruiters can draw on this insight when connecting with prospects. n