The 3 Types Of Employee Resource Group You Need to Understand To Create Inclusion

What type of employee resource group do you actually have? If you don’t know, you could be wasting a lot of time and resources doing the wrong thing.

Today, you’re going to find out why this knowledge is crucial for your success on your inclusion journey

In todays show I discuss several things including:

  • 3 different types of employee resource groups that you need to know about if you want to have effective, productive resource groups.
  • The type of resource group that score highest for having “fun” as a reason for joining
  • The most common type of resource group and much much more

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

Starting An Employee Resource Group is Not Enough

I explain why starting a resource group isn’t enough to claim to be inclusive:

It’s not enough to just start a group and think that you’re part of an inclusive organisation. This is crucial because your core activities, strategies and desired outcomes should be in line with your specific type of resource group that have.”

Common Employee Resource Group Types

I highlight a type of group that is so common that is synonymous with the term employee resource group

“This group is so common, that people immediately assume that if you create an erg it has to be one of these.”

Intersectionality With A Different Approach

I reintroduce Intersectionality in an unusual context:

We can go further by taking an intersectional approach to a whole new level and I’ve seen this work well”


ERG Functions

Making the Business Case for Employee Resource Groups

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