How Transparency Between Employee Resource Groups Can Generate Trust [Research Breakdown]

This is the second of a two part series exploring 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.  In part 1 of this series we discussed how acting in your own interests doesn’t mean ignoring the interests of others and how sharing attention, can benefit everyone

In todays show I discuss several things including:

  • Why transparency in resource groups can help to generate trust even if things don’t go as planned
  • Sometimes shared experiences can be more appropriate than shared identity
  • The reason why Intersectionality and diversity exists within and between resource groups and much much more

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

Transparency can help to generate trust even if things don’t go as planned

I illustrate how being inclusive and transparent can benefit a resource groups by strengthening relationships with their stakeholders

“The transparency of work being done… their inclusion of their allies in the process was what kept the trust intact, in fact it actually strengthened the relationship”

Shared experience can be as important as shared identity

I explain how resource groups based on a shared experience can be as important as those based on shared social identity:

“the point is that these groups based on interests or experiences are distinct because they are not based exclusively on social identity, however, they are alike because there is something in their experience that is hampering their participation at work”

Intersectionality and diversity exists within and between resource groups

I describe how Intersectionality is not just a feature of individuals it can apply to resource groups as well:

“in terms of Intersectionality, the ..example highlights that the membership of the group itself is intersectional and diverse.”

If you want a quick snapshot of what the episode is about, I’ve created some slides that you may find interesting 

Show Notes

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

Dr Maureen Scully

Intersectionality, Discrimination & Employee Resource Groups

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