How Employee Resource Groups Can Save You Millions A Step-By-Step Guide For Inclusion [Interview with David Clark]

Did You know that Employee Resource Groups can actually SAVE you money?

Today, you’re going to learn about a research backed business case for employee resource groups that you need to understand

I’m speaking with David Clark about his research into a business case for employee resource groups. David is a previous guest and a friend of the show. He’s an HR professional with experience in employee engagement and Diversity & Inclusion.

In todays show we discuss several things including:

  • Research that shows a compelling business case for diversity
  • Evidence to show the business impact of employee resource groups
  • An employers perspective of employee resource groups and much much more

 Here’s some of what we discuss in the show:

The Everyday Problem Plaguing Organisations

David explains how voluntary staff turnover is a problem that organisations increasingly face but appear to have little control over:

“People are no longer staying in their companies for 10/15 years on end”

 The Role of Employee Resource Groups in influencing Staff Turnover

David discusses the relationship between employee resource groups, job embeddedness and voluntary staff turnover:

“Those who involved in ERG’s are going to be more embedded in their jobs and they are going to be less likely to turnover”

A Business Case for Employee Resource Groups

David explains how employee resource groups can impact the bottom line within an organisation:

“This is really demonstrating the true business utility of Employee Resource Groups”


David’s previous show: Employee Resource Groups, Retention & Research

David Clark LinkedIn 

Stemming the ‘Turnover Tide’ Analyzing the Impact of Employee Resource Group Involvement on Voluntary Turnover

David Clark Research Slide Summary

The Elements of Inclusion #4

Leaders must collaborate innovatively to leverage cultural expertise and drive business performance.

  • Why inclusive outcomes are driven by innovation
  • How developing a business case for diversity and inclusion specific to your organisation is a competitive advantage
  • Why novelty is at the heart of your inclusion journey

The Elements of Inclusion #3

Leaders must establish systems to ensure that everyone shares the same advantages and benefits. These processes will create incentives for inclusive behaviours.

  • How to augment your team with the tools and insights they need to prevent structural disadvantage
  • Why reinforcing generative norms ensures everyone belongs in the organisation
  • How inclusive representations can be embedded to promote an inclusive culture

The Elements of Inclusion #2

Leaders must redefine career development relationships to support inclusive performance.
  • Why traditional mentor relationships must be revised for an inclusive workplace
  • How leaders must embrace networks of developmental relationships for individual growth
  • Why established workplace norms must evolve for inclusion in the modern workplace

The Elements of Inclusion #1

Leaders must properly socialise people and socialise inclusive ideas by providing an environment for the cultural learning needed for an active role in an inclusive organisation

  • How your socialisation processes must evolve to encourage the sustainable cultivation of inclusive competencies
  • Why Leaders must consistently negotiate the line between organisational commitment and personal authenticity to promote performance
  • How developing intersectional self awareness can help leaders to leverage individual employee experiences