Chances are you gravitate towards those with whom you have something in common. It’s no different when joining the workforce. In larger companies, you are likely to work with diverse individuals. While the work expectations may be clear, many struggle to be understood because of different values, beliefs, gender influences, ethnicity, and/or a host of other differences that distinguish us. Finding common ground and thriving with underlying feelings and past experiences can be challenging and gratifying at the same time.

In the 1960s, African American workers, looking for a way to organize in order to confront the social issue of racial prejudice in the workplace, formed groups where they could come together and tackle issues in their working environment. This was the birth of Employee Resource Groups or ERGs (the first of which was the National Black Employee Caucus at Xerox in 1970).

Since then, ERGs (sometimes called affinity groups) have become common in the workplace. They are a place where those with similar characteristics can gather and discuss issues affecting them. They can provide a united front to bridge the gap between management and employees and between peers. Done effectively, ERGs can provide a unified environment that promotes communication and provides a path for career advancement.

ERGs are believed crucial in creating more inclusive, inviting, and nurturing opportunities for its members. As an outcome, active members provide and gain support from one another, allowing them the sense of belonging that can elude an organization without the keen focus that ERGs bring to the table.

Built on the concept of “strength in numbers,” ERGs are better equipped to highlight areas of need in shoring up an organization’s policymaking, bringing challenging issues to light, creating growth opportunities, and heightening employee engagement.

Companies can leverage the power of ERGs in their DEI strategy by paying close attention to what employees are seeking. Aligning DEI with ERGs can foster inclusion, improve diversity, and promote an external impact. Potential employees may include these factors in deciding where to work. Current employees looking for a purpose in their vocation might look to ERGs to feel included before jumping ship.

It’s not enough to form an ERG; they must be effective in their goal. Evaluate ERGs based on these criteria:

• Does management support the ERGs?
• Does leadership recognize concerns brought up by the ERG and take steps to address agreed upon critical issues raised?
• Do the ERGs build community among employees or create division?
• Does leadership support the advancement of members of each ERG?
• Are employees who lead ERGs unequivocally recognized for their roles?
• To what extent, in the event, any financial support is provided by the organization?

Based on these answers, look at how ERGs and management interact and how they can work together for a common goal.

ERGs can contribute to a company in many ways.

• A diversity of perspectives helps in crafting more inclusive and effective policies and practices.
• Employees who join ERGs feel heard and valued, resulting in increased motivation and dedication to the organization.
• Executives can draw on the ERGs’ insights to inform strategic decision-making.
• Top management can look to ERGs to identify opportunities for improvement when facing organizational challenges.
• ERGs can foster leadership development in the organization.  Mentorship opportunities can be nurtured with active leadership involvement, paving the way toward more diversity in leadership positions.
• ERGs can enhance an organization’s cultural competence.
• Embracing ERGs and promoting inclusivity positively impacts brand reputation.  This can affect the bottom line in dealings with consumers and suppliers and attracting new talent.

Yet just because ERGs can contribute to a company, to what extent do they succeed, and what might be getting in the way?

Being ignored has a greater impact on us than others can possibly know. While we all have experiences in life where we may sense nobody notices or cares, we all also have a different threshold for insecurity.

We strive to be liked, heard, and valued to “fit in” to our community, school, work, and organizations. Yet, fitting in is not always what is being served up to us. I experienced this often as I yearned to be accepted just as I am. Yet, being an African American man in the US, where my forefathers were enslaved, mistreated, killed, and marginalized, my American story lacks interest in a country that seems to look the other way rather than celebrate my presence. That is until George Floyd experienced an officer of the law kneeling on his neck, leading to his death, who was then charged with second-degree murder.

My story differs because of the level of confidence instilled in me as a child, during which time I was taught that where a door was closed, I should look for an open window. Where opportunity passed me by, I created my own. When so-called friends turned their backs, I became my greatest supporter. This is not easy when you feel you’re doing it alone.

The reminder I live with is that I am never alone; I am always with myself. This inspires me to get to know, like, and trust myself. In doing so, I move away from the need to blame others for my predicament, whatever it may be. Instead, I consider what I can do differently to change my course or outcome. That is precisely the mindset I bring to developing leaders.

We tend to live our lives externally focused, missing what is right in front of our faces; a mirror reflecting back at us what we need to know to accomplish what we are here to do, as well as showing us what we have yet to learn. That does not necessarily include pleasing other people. Instead, our lives are meant to be a contribution.

Exactly in what way we are to contribute is our life’s journey to discover. I find it next to impossible to navigate when focused outside of myself. When I can bring a leader around to this way of thinking, it’s as though they turn a corner where the light shines brightly on what to do next.

“The way to achieve your success is to be willing to help somebody else get it first.” – Iyanla Vanzant.

Throughout history, there have been trailblazers and impactful leaders.  While we often attribute their success to singular geniuses, this is rarely true.  Behind every successful person is an army of support.  It might be their family, an investment company, assistant, or a stranger in the coffee shop who was kind enough to listen to a crazy idea and step up to support it.

ERGs provide a level of support often missing from what can be felt in the corporate world.  It reminds you that someone is in your corner, and you do indeed “fit in.”

There are two sides of the aisle.  Employees look to strengthen the impact of an ERG as a group that creates real change in your organization.  Leaders look to strategize with ERGs to create a more cohesive working environment.  At Triple Axel, our goal is to bridge that gap for the benefit of the entire organization.  Book a call to learn how.