Are Employee Resource Groups Passé? Here’s An Answer To Why They Matter For Diversity & Inclusion

Deloitte decided to phase out their employee resource groups as part of their efforts to become more inclusive.

Here I explore this decision for you to make your own mind up.

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Here’s some key messages from this episode:

– Deloitte’s recent decision to phase out employee resource groups

– The reasons why this may approach may be suitable for them but not others

– The opportunity available to all organisations in crafting their own Diversity & Inclusion Strategy

Play the episode for more

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Here’s some key takeaways from this episode:

Poorly conceived Employee Resource Groups can be exclusive

“A vehicle intended for inclusion, but actually they look like a mechanism for exclusion”

Employee Resource Groups should be inclusive by definition

“I define employee resource groups as voluntary groups of employees within an organisation based around a social identity, shared interests or values. I used this definition in my PhD and its taken from the academic literature.

The Opportunity for Organisations moving forward

“There is no one size fits all and organisations need to tailor their diversity and inclusion strategies, to their particular circumstances. The good news is, it’s clear that Deloitte are trying to do that”

Check out the episode to learn more

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In every episode you will find:

– A specific question for you to answer

– A challenge for you to consider

– An action for you to take

Did you find them in this episode?

Putting these together makes all the difference.

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Here’s some resources so you can go deeper:

Deloitte Thinks Diversity Groups Are Passé

Deloitte’s Radical Attempt to Reframe Diversity

Use this for your own development

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Check out these related episodes of the show.

The Reality of How Employee Resource Groups Can Create An Inclusive Culture

3 Reasons Why Employee Resource Groups Are Like Websites In The Year 2000

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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