Why The 2 Core Functions Of An Employee Resource Group Matter For Diversity & Inclusion

Today, I want to talk about one of the most common questions that I get asked about employee resource groups. I want to talk about the core functions of an employee resource group and why understanding this simple but elegant concept can change the way you experience and manage employee resource groups in your organisation. So in todays show I’m going to discuss several things including

  • One of the most common questions that I get asked about employee resource groups.
  • The huge bias nearly everybody has about employee resource groups
  • The mistake that makes several organisations feel as if their employee resource groups are not fit for purpose.

Here’s some of what I share in the show:

The Two Core Functions on an Employee Resource Group

I refer to current research in order to explain the two core functions of an employee resource group:

“I found it useful to think about the core functions of a resource group with regard to two criteria: the first is expressive functions and the second is instrumental functions”

A Common Misconception about Employee Resource Groups

I explain a common misconception made about how employee resource groups should be managed by their leaders:

“A common misconception made about employee resource groups is that you can treat them in the exact same way that you would a business”

The bias towards employee resource group functions

I outline why employee resource groups are so useful in organisations:

“Well there is a huge bias towards employee resource groups that have instrumental functions. Probably the one you’re most familiar with is when experts, leaders and organisations talk about how employee resource groups help promote a business case”

Show notes

Here are some selected links to for the resources and reports I discuss in the episode.

My PhD Thesis 

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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