How Employee Resource Groups Can Promote Sustainable Inclusive Business Practices [Research Breakdown]

We spend a lot of time examining employee resource groups concerned with social identity such as race, gender or sexual orientation.

Find out about groups that aren’t concerned with identity

Here are some key messages from this episode:

  • Employee resource groups not concerned with social identity
  • How employee resource groups are being to promote sustainable business practices
  • The relationship between environmental employee resource groups and company leadership and much much more

Play the episode for more.

Here are some key takeaways from this episode:

Employee Resource Groups not Concerned with Social Identity Can Still Encourage Employees to Bring Their Whole Self To Work

“What I like about this paper is that it shows how employee resource groups can be used to help the people within your workplace reach their potential and drive performance through inclusive practices without being focused on the social identity of the members”

Environmental Focused Resource Groups Can Help Employees Feel More Connected to Their Community

“I am proud of what the organization does on a global level. It makes me want to be a better, more engaged employee. The ERGs help me to feel connected not only to my fellow employees, but also to others well beyond our organization.”

Environmental Focused Resource Groups Have High Levels of Confidence in Leadership:

“Environmental ERG members were shown to have very high levels of confidence in the company leadership overall, and confidence in their ERG leadership was on par with other types of ERG.”

Here are some resources so you can go deeper: 

Leading Sustainable Global Change from Within: The Case of Environmental Employee Resource Groups

Theresa M. Welbourne Linkedin

Skylar J. Rolf Linkedin

Steven D. Schlachter Linkedin

Whenever you’re ready, there are a few ways I can support your Inclusion Journey:

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