Beginners Guide to Launching an Employee Resource Group
An Employee Resource Group (ERG) is a vital component of creating a diverse and inclusive workplace. Unlike informal groups, ERGs are employee-led, supported by the organization, and focus on fostering leadership, mentorship, and inclusivity. This guide provides essential questions to consider when launching an ERG, stages of progression, and the evolutionary model for ERG development.
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A Beginners Guide to Launching an Employee Resource Group Be you. Be bold. Be the difference. Be you. Be bold. Be the difference.
What is an Employee Resource Group? An Employee Resource Group (ERG) is different than an Affinity Group or social group or club, which are often informal and leaders are self-appointed. ERGs are voluntary, employee-led groups that fosters a diverse, inclusive workplace aligned with organizational mission, values, goals, business practices, and objectives. ERGs typically have institutional support and formal leadership roles (chair, co-chair or vice chair, treasurer/secretary, etc.) The focus is on employees, developing emerging leaders, creating mentor relationships, developing programming that creates a more inclusive workplace, and by doing so, reducing turnover. Be you. Be bold. Be the difference. Be you. Be bold. Be the difference. 2
Questions to Consider Consider the following questions to get your ERG off the ground: 1. What are Duke s institution s values? Current culture? 2. What is the vision and mission for your ERG? Why is this ERG important for Duke? What is the purpose for creating it? 3. Describe the institutional opportunity. 4. What are the necessary resources to complete the business case? 5. What activities will be part of the initial phase for the launch of the ERG, and what activities will wait for another phase. 6. What is the risk of not creating the ERG? This is where statistics and cost-benefit can be provided (i.e., the cost of attrition due to a perceived unwelcoming work environment). 7. What are the benefits? Tie back to the risk, turn it around, and show the savings, the increase in employee morale, and the overall benefits other companies have seen as a result of an ERG program. Be you. Be bold. Be the difference. Be you. Be bold. Be the difference. 3
Questions to Consider, cont. 8. How will creating the ERG benefit employees and tie to your institutional values and culture? How will it positively impact the future? 9. What are other organizations doing in the ERG space, including the ERG focus you are looking to start? 10. Who are your team of passionate people? 11. Which leaders at Duke might serve as possible Executive Sponsors for your ERG? 12. What are the necessary leadership roles you need for your ERG? 13. How will the ERG be governed, and what will be the operating framework? How will leaders be elected/appointed? 14. What are the ERG leaders terms of office? 15. What are two to three goals to be accomplished in the ERG s first year? Be you. Be bold. Be the difference. Be you. Be bold. Be the difference. 4
Stages of Progression 1. Launch 2. Grow 3. Thrive Be you. Be bold. Be the difference. Be you. Be bold. Be the difference. 5
ERG Evolution: Progressive Model The maturity curve is a progressive model. These models identify the support, knowledge and resources needed to further progress as an Employee Resource Group. This progression model can be broken down into 4 different levels: Foundational Programmatic Strategic Integrated Accenture (2022). ERG maturity curve. Be you. Be bold. Be the difference. Be you. Be bold. Be the difference. 6
Foundational Programmatic Strategic Integrated Purpose: Creates a community for employees to celebrate their diversity. Purpose: Broadened community enables members to grow their skills and extend their networks through innovating programming. Purpose: Priorities and contributions are aligned with the employees and institutional goals/priorities. Purpose: Increased linkages and alignment with internal and external stakeholders. Scope: Initiatives are driven by member interest and support for the community, as well as imparting cultural awareness. Scope: Integration of institutional DEIB goals. Tight alignment with institutional goals/priorities and strong external presence. Scope: A comprehensive ERG strategy is developed in alignment with institutional goals/priorities. Return on investment are regularly evaluated. Amplify the voice of members to advise leaders and drive change. Scope: Initiatives also address specific needs/challenges of broader employee population in addition to membership interest. Formalize structure and governance. Activities: Focus on growing membership, formalizing leadership and governance structure, and creating content, events and programing to establish a community amongst members. Activities: Operational development contributing to institutional goals/priorities. Thought leadership. Activities: Focus on member networking, institutional citizenship and cultural awareness. Activities: Focus on leadership development and recruitment. ERG initiatives focus on attracting, developing, retaining and advancing population. Outcome: New value propositions; intersectionality and innovation; external recognition. Outcome: Members feel a growing sense of community. Outcome: Members feel seen, safe, connected and courageous. Establish connections with members and allies. Outcome: Thought leaders that add value and promote business priorities; strong external presence. Improved retention and enhance recruiting of talent. Accenture (2022). ERG maturity curve. Be you. Be bold. Be the difference. Be you. Be bold. Be the difference. 7
ERG Maturity Matrix Example The maturity matrix identifies the support, knowledge and resources needed to further progresses an ERG. Foundational Programmatic Strategic Integrated ERG Operational Determine mandate, leadership, structure & budget. Gathering feedback from leaders & stakeholders. Developing work groups. Refining ERG processes. In-depth relationships with stakeholders. Talent/Employees (Workforce) Promote the hiring of representative people internally and externally. Advising on hiring procedures and workplace issues. Monitoring and evaluating hiring procedures, advising on specific best practices. Refining recruitment recommendations along with stakeholders. Inclusion/Culture (Workplace) Setting up resources for inclusion. Raising awareness, gaining knowledge, & soliciting needs of employees. Monitoring and evaluating inclusion and advising on specific best practices. Refining workplace policy recommendations with stakeholders. Institutional Impact (Workplace/Campus) Ensuring representation in programmatic operations. Marketing and leveraging relationships for impact and instilling appropriate standards across campus. Monitoring and evaluating institutional impact and advising on specific best practices. Refining institutional recommendations with stakeholders. Community/ External Outreach (Campus/ Community) Building community connections at the institutional and individual level Identifying sponsorship and partnership opportunities, having an external presence Monitoring and evaluating community connections and advising in specific best practices Refining external affairs along with stakeholders. 8 Accenture (2022). ERG maturity curve.
ERG Pillars and Progression Model Alignment Pillars Workplace Culture/Environment Examples of activities ERG creates method to track membership. ERG sends quarterly membership newsletter. ERG members work at a Durham food bank or Habit for Humanity build. ERG educates members on University referral process and how to participate. ERG leaders attend webinars on recruiting diverse talent, serve as representatives at Career Fairs, etc. ERG team launches a survey to capture members professional development needs. Team creates a spreadsheet of available professional development ERG- focused training opportunities. ERG members and leaders forward event invitations to colleagues and partners. ERG leaders speak at business meetings to share value of the ERG. Community Involvement Recruiting Professional Development Institutional Strategy Accenture (2022). ERG Pillars and Progression Model. Be you. Be bold. Be the difference. Be you. Be bold. Be the difference. 9
Resources to Support You Duke Human Resources & Office of Institutional Equity Members of the ERG Steering Committee Executive Sponsor Other ERG leaders (ERG Council Members) Website tools and templates Be you. Be bold. Be the difference. Be you. Be bold. Be the difference. 10
Next Steps Complete ERG Interest Form Discuss plans and support needs with Duke HR Complete and submit ERG charter ERG Steering Committee review for approval Schedule and promote interest meeting Resources available at: https://hr.duke.edu/erg Be you. Be bold. Be the difference. Be you. Be bold. Be the difference. 11
Questions Be you. Be bold. Be the difference. Be you. Be bold. Be the difference.
