This year’s 90-minute summit will consist of a workshop segment, client panel, and interactive Q&A discussion to ensure you get the real-world solutions your organization needs. Topics we will cover during the event include:

• How to link your ERG to overall business goals
• Best practices for the establishment and utilization of executive sponsors
• Advice for how to structure and govern ERGs
• Common missteps to avoid
• How to navigate burnout during trying times
• Use cases for ERGs versus affinity groups
• How to measure ERG success and demonstrate impact

Attendees will leave with methods to energize their employee-led groups, ideas from peers they can put into use right away, and an understanding of how to maintain momentum for years to come.

This summit is also a great opportunity for anyone involved in DEI councils, committees, or other employee-led groups.

Watch now on demand

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Often included in diversity, equity, and inclusion (DEI) strategies, ERGs have such a powerful impact on the bottom line that top companies are continuing to invest in employee groups, even as their DEI programs face scrutiny. For example, Toyota recently scaled back several workplace diversity programs but affirmed its support of its Business Partnering Groups (BPGs), which it describes as fostering an “inclusive environment where diversity of thought can flourish.” 

ERGs promote employee engagement, strengthen workplace culture, and provide crucial insights that drive business innovation. And, at the heart of every high-functioning ERG is an engaged and committed executive sponsor.  

How does an active executive sponsor help ERGs be successful?

These sponsors, typically members of the executive team, act as advocates for both the ERG and the broader DEI initiatives within an organization. More than symbolic figures, they provide strategic guidance, advocate for funding or resources, and act as a vital link between ERG members and senior leadership. Without a dedicated advocate in leadership, ERGs can struggle to gain traction and achieve their objectives.   

“An executive sponsor can amplify who you are, what you’re doing, and any events that the ERG is having. They are a throughline to the rest of the executive team and any teams that they lead,” says Susie Silver, Director of Client Success for The Diversity Movement, a Workplace Options company. 

Ashley Estes, Head of Diversity, Equity, Inclusion, and Belonging at Subaru of America, notes that executive sponsors play a pivotal role in driving ERG participation. Promoting the business value and importance of ERGs is especially crucial in organizations that are new to employee-led groups. 

Our executives promote the ERGs as really, really important for our workplace culture,” she says. “If you start that way, people will associate the ERGs as legitimate, and they’re not just interest groups that put on events. There’s so much more to it, and the executive teams value those who step up to be leaders of these ERGs.

How to be an Effective Executive Sponsor

Selecting an executive sponsor typically involves input from the DEI Council, the ERG committee, and the group’s previous executive sponsor. The individual should have a genuine passion for the ERG’s mission, even if they don’t have a direct connection to the community. A well-matched sponsor fosters authentic relationships with ERG members, making advocacy more meaningful. An effective sponsor should also have enough influence within the company to secure resources and break down barriers that might hinder ERG progress. 

The individual should also be able to commit to the responsibilities of the role, which often include the following duties: 

1. Ensure the group’s activities remain aligned with company priorities and monitor the revenue impact. Data points like retention numbers, promotion rates, and innovation outcomes should be measured and tracked. 
2. Support ERG initiatives. For example, the executive sponsor could help the ERG secure funding and/or encourage other executives to participate in ERG-sponsored activities.  
3. Help ERG members break down organizational barriers and foster cross-departmental collaboration 
4. Hold the ERG accountable for progress toward goals 
5. Raise the visibility of the ERG across the company and among executive leadership  
6. Provide informal coaching and mentorship to the ERG leader and its members 
7. Attend ERG meetings 
8. Serve for a specific term and assist in identifying their successor 

How does sponsoring an ERG help the executive leader?

Beyond supporting ERGs, executive sponsorship creates a ripple effect across the company. When an organization’s executive team lacks the element of diversity that an employee-led group represents, having a strong ally in leadership can send an emphatic message about the company’s commitment to equity and inclusion. In addition, being exposed to different perspectives can help sponsors grow personally and professionally. 

As executive sponsor of his company’s Pride employee resource group Dan Martin, Vice President of Marketing at DHI Group, was able to gain buy-in from the executive team and help the employee-led group achieve several of its goals. But Martin’s most significant takeaway is what he learned from the Pride Impact Group members. 

Learning the obstacles individuals are facing just at work was staggering, not to mention what they are experiencing in their personal lives,” he says. “The members of the LGBTQIA+ community have taught me so much, and to have the chance to give something – anything – back to them is a responsibility I don’t take lightly.

Executive sponsors play an essential role in the success of employee resource groups. Their engagement helps drive membership, ensures strategic alignment, and provides ERGs with the support needed to break down organizational barriers. In return, businesses benefit from a more engaged workforce, stronger leadership pipelines, and a company culture that attracts and retains top talent. 

For organizations looking to build or strengthen their ERG programs, encouraging active executive sponsorship is a best practice and a business imperative. 

Download The Employee Resource Group Toolkit for more ERG best practices that can help your organization maintain employee-led groups, drive organizational objectives, and help cultivate a more inclusive workplace. ERG experts and business leaders offer practical insights during our Employee Resource Group (ERG) Summit, available now on demand.  

Amber Keister is a Content Strategist at The Diversity Movement. She has spent more than 20 years as a journalist for publications throughout the South. Connect with her on Linkedin.

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However, navigating different time zones, languages, and cultural norms within a global ERG can lead to miscommunication and exclusion. Competing regional priorities can cause groups to lose focus and fail to achieve their goals. Global ERGs can be highly effective, however their unique needs and characteristics require planning and distinct procedures adapted for a hybrid environment.

The Business Case for Global ERGs

ERGs contribute significantly to business success, particularly in the global workforce. They foster cultural understanding, drive employee engagement, and improve retention rates across diverse demographics. For instance, a multicultural ERG in a global technology company might connect employees from different regions to share best practices for collaborating across time zones and cultural barriers. This ERG could host quarterly webinars featuring employees discussing how local customs influence workplace norms, improving cross-cultural understanding and boosting team cohesion. 

Employee-led groups also serve as powerful ways to establish safe spaces, especially for underrepresented employees. Safe spaces are cultivated through intentional design: structured meetings, confidentiality during sensitive discussions, and visible support from executive sponsors. For example, a women’s ERG might host virtual mentoring programs, pairing employees from one location with experienced professionals in another region, offering both career support and a space to share experiences. Shannon Snowden, Experian’s leader for ERGs and wellness, explains: “We’re not just supporting employees; we’re creating a structure where employees can support one another.”

Within ERGs, mutual support builds trust, facilitates dialogue on sensitive topics, and strengthens employees’ sense of belonging—outcomes that significantly improve engagement and innovation.

Best Practices for Managing Global ERGs

Creating and sustaining effective ERGs in a global, hybrid workplace requires planning, inclusive leadership, and the strategic use of technology. Below are essential practices for successful and vibrant employee-led groups:

1. Leverage Technology for Connection and Collaboration

In a hybrid workforce, technology is the backbone for ERG operations. Tools like Microsoft Teams, Zoom, or Slack help organize workflows and facilitate communication. They can also make communication more accessible. For example, video captions and real-time transcription enable colleagues who speak different languages to participate, and recorded meetings allow people from a variety of time zones to watch asynchronously.

Additionally, maintaining a collaborative digital space enables members to share information, collaborate on projects, and access resources like event schedules, policy updates, and recorded training sessions.

2. Adopt Flexible and Inclusive Structures

Flexibility is crucial for ensuring that ERGs are inclusive for a global workforce. For example, a disability or caregiver ERG could raise awareness around the challenges they face by organizing asynchronous storytelling events. Employees record and share personal narratives through videos, allowing colleagues across time zones to engage and watch on their own schedules. 

Adapting to regional nuances further strengthens inclusion. This might include scheduling events around regional holidays, offering translated materials, or tailoring content to reflect local preferences and practices. By embracing flexibility, ERGs demonstrate cultural sensitivity and foster greater participation from employees worldwide.

3. Provide Executive Sponsorship and Funding

Executive sponsors are a must-have for successful ERGs, as they can advocate for their group, influence policy changes, and secure resources. For example, an LGBTQ+ ERG might require funding for allyship training. Sponsors can ensure these funds are available while also championing structural changes like gender-neutral restrooms or inclusive benefits like parental leave, adoption, or bereavement policies.

4. Focus on Clear Goals and Measurable Impact

Explicit objectives ensure ERGs remain focused on organizational priorities. A Black professionals’ ERG might establish a goal to host quarterly leadership panels featuring senior Black executives globally. Measuring outcomes, such as increased mentorship participation or more promotions of ERG members, helps demonstrate return on investment.

5. Celebrate Cultural and Regional Differences

Recognizing and honoring cultural and regional diversity is essential for fostering a sense of belonging within global ERGs. This can include organizing region-specific initiatives that reflect local customs, holidays, or community priorities while aligning with the ERG’s broader mission. For example, a racial diversity ERG should host extensive programming both in February–when Black History Month is celebrated in the U.S. and Canada–and October–when Black History Month is celebrated in the U.K. and other parts of Europe. 

By tailoring programs to reflect regional nuances, ERGs ensure that all members feel their perspectives and contributions are valued, enhancing engagement and the group’s overall effectiveness.

Challenges and Solutions for ERGs in Hybrid Workforces

While the virtual environment of global ERGs provides flexibility, it also presents challenges, such as a lack of personal interaction and potential miscommunication across cultural lines. To mitigate these, consider adopting the following practices:

• Combat Virtual Fatigue: Reduce the reliance on video meetings by incorporating asynchronous communication methods like shared documents, message boards, or recorded updates. When meetings are necessary, consider alternatives such as audio-only calls or walking meetings to provide a mental and physical break from screen time. These approaches help maintain engagement while minimizing burnout and promoting flexibility in hybrid work settings.
• Build Cross-Cultural Competence: Equip ERG members with training on cultural intelligence to enhance collaboration and understanding within diverse teams. Programs focused on cross-cultural communication are particularly beneficial in global workplaces.
• Maintain Momentum: Establish a rhythm for ERG activities, ensuring that virtual connections remain consistent and meaningful. Regular check-ins, virtual events, and digital newsletters help keep members engaged and informed.

The Future of ERGs in a Global Context

As workplaces evolve, global ERGs will play a pivotal role in shaping inclusive, innovative cultures. Employee-led groups address the immediate needs of dispersed workforces while positioning organizations as leaders in fostering belonging and equity. 

As Shannon Snowden explains: “ERGs help connect people across different geographies, showing that we’re all working towards the same goals—even if we’re on opposite sides of the world.” By leveraging intentional strategies, organizations can transform their ERGs into engines of global connectivity and empowerment.

Need support launching or maintaining an ERG? TDM is here to help with resources, customized training programs, and more.

Kaela Sosa is co-founder and Manager, Curriculum and Programming at The Diversity Movement. Her expertise includes psychology, gender identity and sexual orientation and racial identities. Kaela has written and spoken about a range of topics: active allyship, the inclusive talent lifecycle, disability etiquette, LGBTQ+ inclusion and inclusive language. At The Diversity Movement, she leads the development and execution of learning programs, including digital learning, online courses, certificate programs and certification opportunities. Connect with or follow Kaela on Linkedin to learn more.

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Danielle David, Chief People Officer at CRB, says investing in employee resource groups has enabled the company to engage people around common interests across geographic locations. CRB is a multinational facility design, engineering, construction, and consulting firm for the life sciences and food and beverage industries. 

“They provide such great outlets for our employees. Many of the ERGs do what we call community conversations, where they discuss different topics and people dial in remotely. It’s just a safe space for people to gather, to talk, and to learn,” David says. “Our ERGs have been valuable for our employees and really have brought a good, strong sense of connection to a lot of our folks.” 

To realize the full benefits of ERGs, it’s important to keep a few best practices in mind as your organization builds an inclusive workplace.

Position ERGs as a pipeline for employee feedback.

High-performing ERGs are in a unique position to gather feedback from their members and communicate anxieties, concerns, and questions to company leadership. This feedback can then be addressed via policy changes or additional resources. Enabling avenues for feedback lets employees know they have a say at the organization. Remember, diversity is inviting folks to sit at the table, inclusion means ensuring all voices are heard. 

Use ERGs to boost employee diversity.

Since ERGs are designed to meet the needs and share the experiences of underrepresented groups, they are well positioned to increase employee diversity in a company’s recruiting, hiring, career development, and mentorship programs. In fact, a recent study by WorkHuman reported that 45.8% of employees said that the presence of ERGs at a company would make them more likely to accept a job at a company, with the most common reason being that it reflects the company’s values of diversity and inclusion. ERGs can also help with relevant recruiting initiatives such as partnering with HBCUs or women-centered professional organizations. ERGs directly impact a company’s ability to recruit and retain diverse top talent.

Ensure ERGs are serving and supporting the specific groups they represent.

ERGs should offer a safe and trusted space for employees to discuss sensitive topics and ask questions that they may not feel comfortable asking their managers. ERGs can also address career concerns that are specific to certain groups. For example, when a global survey conducted by Workday revealed that Asian women employees needed a career journey program, the company partnered with its three Asian ERGs to address the unique challenges and obstacles faced by its Asian women employees.

Establish ERGs as spaces to share experiences and personal stories.

Everyone needs to vent from time to time, and ERG members can find solace in knowing they aren’t alone in their lived experience. They can learn how others responded in certain situations and gain insight into best practices for speaking up, resolving conflicts, or reporting incidents. ERGs empower members to take action and use their collective power to change workplace culture.

The widespread adoption of ERGs is a testament to their effectiveness in building inclusive workplace cultures. They have the ability to increase belonging among current employees and attract new top talent. As the popularity of ERGs continues to rise, their positive impact on workplace inclusion remains undeniable.

For more information on establishing and maintaining effective employee-led groups, download our guidebook, The Employee Resource Group (ERG) Toolkit: How to Establish and Maintain DEI-Focused Groups, available in TDM Library. TDM Library provides your ERG a roadmap to success with guidance on building an ERG from the ground up, pitfalls to avoid, programming ideas, getting executive buy-in, and more.

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These groups can be pivotal in fostering an inclusive workplace culture. However, poorly established or maintained groups can set back an organization’s DEI efforts, with roadblocks such as office politics, disagreement, and lack of clear progress thwarting efforts. Thriving ERGs don’t happen by accident; they benefit from clear, business-aligned parameters. It’s important to keep these 10 tips in mind as your organization establishes and maintains its ERGs. 

1. Write a charter. When the ERG is established, create a document that outlines the purpose, goals, and structure of the group to ensure that the group benefits both the organization and its employees. A charter outlines priorities and values, which helps the ERG enlist executive support and funding. Defining goals and purpose also prevents the group from competing with other groups or duplicating their efforts. 
2. Create membership guidelines. There should be established parameters for membership and participation in the group. Candidates should go through a selection process, and all members should have clear responsibilities to remain in good standing, like agreeing to attend a certain number of meetings.  
3. Enlist executive support. Executive sponsors are members of the organization’s executive team and are passionate advocates for DEI and the community their respective ERG represents. They are committed to supporting the efforts of the ERG, championing its priorities, and raising the visibility of the ERG across executive leadership. Other duties may include mentoring ERG members and ensuring the group’s activities remain aligned with company priorities. 
4. Secure funding and financial support. If DEI groups are expected to drive strategic business imperatives, they should receive the same consideration for funding as any other business unit. ERG meetings and activities should happen during work hours, and there should be a budget for any events. ERG leaders should be compensated in some way: monetarily, with professional development, access to executives, etc.
5. Ensure inclusivity by welcoming allies. While groups are often organized around a specific identity, it’s also important to welcome allies who might not share that particular identity. Remember, DEI groups are meant to be inclusive. 
6. Be more than a social group. While groups should provide a safe space for everyone to share (and possibly vent from time to time), successful groups should focus on the mission and goals established in their charter. This may include spearheading strategic initiatives such as partnering with HBCUs or creating a supplier diversity program.
7. Communicate, but not too much. Be sure that there is internal and external communication occurring around group efforts and outcomes. However, be mindful not to inundate employees or consumers with so much communication that it becomes burdensome. It’s often helpful to establish a regular cadence for sharing information, in consultation with your organization’s marketing team.
8. Work with other employee groups. If your organization has multiple employee-led DEI groups, it is important that the groups all know what each other has planned so efforts are not duplicated. It’s also important that groups work together to avoid a sense of discord around competing priorities. We recommend every group meeting include an update from the liaison from the DEI office or committee, separate executive sponsors for each group, and dedicated budgets for each group. It’s also helpful for ERG leaders to meet regularly to work on shared programming (i.e. a collaboration between the Pride ERG and Black Professionals Affinity Network on the history of the Progress Pride Flag).
9. Measure and track progress. Demonstrating a return on investment of the group’s efforts is critical in maintaining momentum. In the first year of a group’s implementation, hard data may be challenging to collect, however ERGs can track participation numbers, detail how initiatives align with company goals, and collect personal anecdotes about the impact of events.
10. Celebrate wins and accomplishments. Even small wins, like establishing a group’s name and mission, should be communicated and celebrated with leadership and across the organization. 

Employee-led groups should be a cornerstone of any organization’s DEI strategy. Applying these best practices will maintain your group’s efficacy, drive progress toward its goals, and help cultivate a more inclusive workplace.Looking for how-to guidance for launching, growing, and maintaining your ERG? Check out TDM Library for Teams. 

Amber Keister is a Content Strategist at The Diversity Movement. She has spent more than 20 years as a journalist for publications throughout the South. Connect with her on Linkedin.

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So how do you establish and maintain a successful ERG? Below you’ll find answers to common questions about Employee Resource Groups. 

What is an Employee Resource Group?

An Employee Resource Group, or ERG, is a group of employees with shared experiences that meets in the workplace. ERGs provide safe spaces where people who identify as belonging to a certain demographic group — or who consider themselves allies to that group — can speak openly with others who share similar perspectives. ERGs can be formed around any dimension of diversity, not just race or gender. In addition to providing support for employees, ERGs often provide professional development and mentorship opportunities for group members. Additionally, organization-wide educational or awareness efforts are frequently sponsored by ERGs.

Is an Employee Resource Group (ERG) the same as a Business Resource Group (BRG)? What about affinity groups?

All three terms describe employees who come together for a common purpose, however the mission and purpose of affinity groups, ERGs, and BRGs vary. Affinity groups are the broadest category and are primarily focused on providing safe spaces for individuals with shared experiences to meet. ERGs additionally focus on professional development, mentorship opportunities, and awareness efforts. Business Resource Groups are focused on driving strategic business imperatives forward, in addition to addressing the purposes outlined for ERGs. Depending on the organization, the three terms may be used interchangeably or to designate different types of groups. In most instances, however, it might be helpful to think of these terms as three nesting circles or categories. All BRGs and ERGs are affinity groups, but not all affinity groups are ERGs, and not all ERGs are BRGs.

What ERGs should my organization establish?

The ERGs that each organization establishes should be unique to their company culture, demographic makeup, and advancement along their DEI journey. You should consider doing an audit of your organization policies, conducting an employee engagement survey, or discussing priorities with the DEI office to understand which ERGs are needed most and will have the most significant cultural and business impacts. Some ERGs might be centered around women, LGBTQ+ individuals, people of color (ERGs can be further delineated between those for Black, Latine, or Indigenous employees), veterans, people with disabilities, working parents, older professionals, young professionals, first-generation professionals, and so on.  

How do I start an ERG?

Before you begin to form a group and recruit participants, the group should have clearly outlined membership commitments and business-related objectives. It is equally imperative that all groups have the support of the executive team, as well as necessary resources and funding. If possible, ERGs should have a dedicated executive sponsor. Outlining the group’s purpose, objectives, and structure should all occur before the group is announced to the full organization. The six steps to starting an ERG are:

1. Write a charter
2. Enlist an executive sponsor
3. Develop an application process
4. Structure the group
5. Announce to the organization
6. Host the kickoff meeting

How do I maintain an ERG?

ERGs require ongoing support and alignment in order to reap touted benefits such as increased employee retention, inclusive recruiting, and more productive employees. To maintain an ERG, each group should have clear goals and programming priorities, ideally expressed as SMART goals. Initial ideas may include hosting an external speaker, auditing company policies, establishing formal mentorship programs, increasing supplier diversity, or partnering with local organizations to drive more diverse recruiting strategies. 

Despite the goals and priorities of the group, there are also a few best practices to keep in mind. These include asking members their preferred communication styles; sending out information in multiple formats; establishing meeting agreements and setting a consistent cadence and expectations for attendance; resharing the purpose of the group and a learning moment at the start of each meeting; defining what allyship is and what expectations are of ally members; providing ongoing training; conducting an annual review of the charter and succession planning; and considering compensating group leaders and members for their time spent on the ERG.

If you’d like help designing, implementing, or refocusing your employee-led groups, our expert consultants are here to help.

Kaela Sosa is co-founder and Manager, Curriculum and Programming at The Diversity Movement. Her expertise includes psychology, gender identity and sexual orientation and racial identities. Kaela has written and spoken about a range of topics: active allyship, the inclusive talent lifecycle, disability etiquette, LGBTQ+ inclusion and inclusive language. At The Diversity Movement, she leads the development and execution of learning programs, including digital learning, online courses, certificate programs and certification opportunities. Connect with or follow Kaela on Linkedin to learn more.

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