TLDR: With all the employee time required to upkeep and sustain different ERGs, setting up a formal process to promote the success and sustainability of ERGs is crucial. Consider formalizing a process surrounding ERG creation which includes a set number of initial members, executive backing, mandatory communications channels, funding/stipend options and a planned event schedule for the year. Additionally, consider allowing employee leads within ERGs to name their own ERG according to what resonated with the group and within the larger company values. Here’s some more tips to creating successful ERGs!
Many larger companies have made the creation of a new ERG a formalized process. This process must include a set number of members and their different roles (e.g., a leading member, 5-10 active members, an executive sponsor etc.). There is also financial compensation/a stipend for all leading and active members of an ERG.
Other mid-sized companies have found success when formalizing rules surrounding ERGs. A few of their rules include:
Whether you’re re-establishing the presence of preexisting ERGs or creating a formal process to build new ERGs, consider the marketing and communication materials needed to highlight the presence of this employee group.
If you’re struggling with an inclusive and company specific name for your ERGs here’s a few recommendations:
TLDR: DEI programming should be an important part of the fabric of any company. Ensuring this is the case requires consistent acknowledgement and programming from different ERGs throughout the year in addition to spotlights during particular months. Another way to sustain DEI initiatives throughout the year is to maintain executive involvement in these programs and fund employees that want to do the work. Remember, culture takes time to change!
Below the surface, it can be helpful to understand what the term allyship means to your company when it comes to showing up for and representing employees from different communities.
One way to tackle highlighting different ERGs is to mandate events be held consistently throughout the year. This way each ERG is spotlighted during a particular month out of the year, but can also gain recognition throughout the year.
Other companies found funding and support from leadership to be a great motivator for ERG groups to host more consistent events.
Most companies mandate each executive join an ERG. If you’re struggling with have executives engage with ERGs and take part in DEI initiatives consider:
TLDR: Given the current state of the world, larger in-person events are once again possible, but these events come with the potential risk of spreading the virus among employees. To limit this possibility factor in extra COVID logistics into your event planning such as sending employees antigen tests and having them continuously test and report their results both pre and post event, mandate vaccines for employees that attend in-person events, aim to host events outside, and take care of employees that do wind up getting sick. Planning larger scale, in-person events comes with new risks, acknowledge these risks and understand some things are simply out of your control, no matter how many precautions you incorporate.
While the world is slowly opening up, planning larger offsites requires a new layer of health and safety COVID precautions. A new aspect of planning larger in-person events is acknowledging the fear and pressure to put on an event where COVID outbreaks may happen.
If you’re considering hosting any large or small in-person event here’s a plan to help layer in health and safety precautions for employees:
Lastly, understand the risks and that some things are out of your control. COVID is a public health issue and hosting company wide, in-person events is a risk that could result in some employees getting sick. By putting in place preventative measures you are doing the best you can to prevent the virus.
A knowledge share about developing onboarding program structure, and how to create an equitable experience while measuring onboarding success.
Challenges with establishing ERGs and safe spaces for neurodiverse employees.