Employee Resource Groups (ERGs)

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Employee Resource Groups (ERGs) is an older term emphasizing shared identity.

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What are employee resource groups (ergs)?

Employee Resource Groups (ERGs) are employees who share a common identity or interest, such as race, gender, sexual orientation, or veteran status. These groups are usually formed and led by employees themselves. They provide a forum for members to connect and support one another and to promote diversity, inclusion and employee engagement within the organization.

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ERGs can provide several benefits for both the employees and the organization. They can serve as a support system for employees who may feel underrepresented or marginalized in the workplace and provide them with opportunities for professional development and networking.

What are the roles and responsibilities of employee resource groups (ergs)?

The roles and responsibilities of Employee Resource Groups (ERGs) can vary depending on the specific group and the organization but generally include the following: HBR’s ERG and DEI research

  1. Providing support and networking opportunities for members: ERGs serve as a support system for members who share a common identity or interest. They provide a forum for members to connect and support one another and to share their experiences and perspectives.
  2. Promoting diversity and inclusion within the organization: ERGs can help promote a more inclusive and diverse culture by raising awareness about diversity and inclusion issues and educating employees about different cultures and perspectives.
  3. Providing professional development opportunities: Some ERGs may also provide members with opportunities for professional development and networking, such as mentoring programs, training sessions, and guest speaker events.
  4. Advising and consulting with management: ERGs may also serve as a resource for leadership by providing feedback and recommendations on policies and practices related to diversity and inclusion.

Benefits of ergs for the organization

Employee Resource Groups (ERGs) can provide a number of benefits for the organization, including: SHRM’s ERG guidance

  1. Promoting diversity and inclusion: ERGs can help promote a more inclusive and diverse culture within the organization by raising awareness about diversity and inclusion issues and educating employees about different cultures and perspectives.
  2. Improving employee engagement: ERGs can also enhance employee engagement by providing a forum for employees to connect and support one another and by creating a sense of community and belonging among employees.
  3. Recruiting and retaining diverse talent: ERGs can serve as a valuable resource for recruiting and retaining diverse talent by reaching out to potential candidates and creating a welcoming and inclusive work environment for all employees.
  4. Identifying and addressing issues related to diversity and inclusion: ERGs can also help to identify and address issues related to diversity and inclusion within the organization by providing feedback and recommendations to management.

Strong ERG programs improve inclusion, connect diverse employees to leadership, and strengthen the employer brand that attracts top talent from underrepresented groups. Organizations using pre-employment assessments ensure every hire is grounded in verified skills. A data-driven hiring plan reduces mis-hire risk, while strong talent acquisition practices focused on skills-based hiring help organizations attract and retain top talent.

Frequently asked questions

Employee resource groups (ERGs) : also called affinity groups or business resource groups : are voluntary, employee-led groups that bring together employees who share a common identity, background, or interest. Examples: women’s ERG, LGBTQ+ ERG, Black professionals ERG, veterans ERG, disability ERG, and early career ERG. ERGs provide community, professional development, networking, and a channel for underrepresented voices to reach organizational leadership.

These terms are often used interchangeably. ERG is the most common term. Affinity group is an older term emphasizing shared identity. Business resource group (BRG) emphasizes the business value the group provides : connecting diverse perspectives to business strategy, customer insights, and talent sourcing. BRG framing tends to signal higher organizational engagement with the groups’ strategic contribution vs. viewing them primarily as employee support.

Organizational benefits: improved inclusion and belonging scores in engagement surveys, talent attraction and retention for underrepresented groups who see representation and community, access to diverse perspectives for product development and marketing (especially relevant for companies serving diverse markets), leadership development pipeline for ERG leaders, community connection and corporate social responsibility, and employer brand differentiation.

Member benefits: sense of community and belonging among peers with shared experiences, professional networking across the organization and with external communities, mentoring and sponsorship from senior ERG executive sponsors, leadership development through ERG leadership roles, visibility to senior leaders, career development programming and skills workshops, and safe space for discussion of identity-related workplace experiences.

Effective ERG structure: executive sponsor at senior leadership level (not just token support), annual budget allocation (even modest amounts : $5,000-15,000 : signal legitimacy), defined charter with purpose, goals, and metrics, formal connection to HR and DEI strategy, regular access to senior leadership for input on business decisions, and recognition of ERG leadership as professional development that factors into career advancement. ERGs that receive no resources or executive attention fade quickly.

Evolution: from purely social support groups (1960s-1980s model) to strategic business resources that advise on product development, market strategy, and talent acquisition (BRG model). Increasing focus on allyship (non-members joining ERGs in ally capacity), intersectionality (acknowledging members belong to multiple identities), ERG mental health and well-being missions (post-2020), and ERG coalition work across groups. Some organizations have moved away from identity-specific ERGs toward ‘inclusion councils’ that address systemic issues rather than identity communities.