The Biggest Mistake Employee Resource Groups Make When Working With Role Models

Today I’m talking about Role Models, Employee Resource Groups & The Right People.

Role Models are often portrayed as the solution to many of the challenges that minority groups experience in the workplace. When anyone talks about employee resource groups, sooner or later you’re going to hear the words role model. But what does this actually mean and how can you use role models in your resource group?

In todays show I discuss several things including:

  • The biggest mistake that employee resource groups make when working with role models
  • The crucial shift in attitude that will transform the way you think about role models and resource groups
  • Three tips to enhance the way you work with role models and much much more

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

The Confusion between Role Models, Mentors and Sponsors

I discuss the reasons why people are often confused between role models, mentors and sponsors:

‘The term role model is often conflated with sponsor or mentor and not only does this this lead to confusion; it also means that we are not getting the most out of our role models”

The Attitude Shift that will transform the way you think about role models

“This is an important shift in attitude because it promotes our individual agency, our ability to act as thinking individuals for our best interests and this places us in the driving seat even when we think about role models”

Employee Resource Groups are important for role models

I explain how research has shown how employee resource groups are important for minority groups and their role models:

“One of the most compelling findings of my ongoing research that first appeared in my PhD is that in the absence of developmental relationships, mentors and mentoring functions. Employees want the resource group to act as one”

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Here you will find a slide summary that outlines the Top 3 Items covered, the Top 3 Takeaways and the Top 3 Quotes

Show Notes

“I Identify with Her,” “I Identify with Him”: Unpacking the Dynamics of Personal Identification in Organizations

Mentoring at Work: Developmental Relationships in Organizational Life

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