How To Avoid The False Belief That Employee Resource Groups Are Competing Against Each other [Research Breakdown]

This is the first of a two part series about competition amongst employee resource groups. If you look at enough organisations, you may find that some resource groups perform better than others, some have better reputations than others and some have access to more resources than others. This can lead to a belief that these groups should be competing against each other.

But aren’t we all in this together? Guests of the show talk a lot about collaboration, but what does that look like in real life?

In todays show I discuss several things including:

  • Why resource groups often think that they are in competition with each other
  • Examples of how creative thinking can benefit employee resource groups and the organisation
  • The reason why recognising intersectional identities can be an advantage and much much more

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

Empathy is important for creating collaborative opportunities

I explain how the ability to empathise with others can create opportunities for collaboration:

“different groups have experienced some kind of oppression, prejudice or discrimination in the workplace and this means that they not only have a shared interest in creating change but they are also able to empathise with the struggles of others”

10x Support Doesn’t Always Mean 10x results

I explain how each employee resource group is different and therefore their outcomes will vary despite the support they receive:

“I’ve worked with organisations where some resource groups were given 10 times the financial support of other groups in the same company and having 10 times the financial support didn’t always translate to creating 10 times the results. Despite the rhetoric, my experience is that resource groups are not created equal; over time differences in strategy, execution and purpose are going to lead to different outcomes just like any other organisation”

Employee Resource Groups Need to Be Able to Negotiate

I discuss how an understanding of negotiation theory can benefit employee resource groups:

“Resource groups need to understand how their interests overlap, how to define tactics to engage each other and how to achieve outcomes that are meaningful to everyone”

Show Notes

A Rainbow Coalition or Separate Wavelengths? Negotiations Among Employee Network Groups

Dr Maureen Scully

Click here to tell me the 3 things you want me to cover on this podcast

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