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

Should well performing resource groups collaborate with less effective groups?

Find out what collaboration look like in real life.

Here are some key messages from this episode:

  • 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

Play the episode for more.

Here are some key takeaways from this episode:

Empathy is important for creating collaborative opportunities

“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’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

“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”

Here are some resources so you can go deeper: 

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

Dr Maureen Scully

Check out these related episodes of the show.

How Transparency Between Employee Resource Groups Can Generate Trust

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

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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