Launching an Employee Resource Group A Beginner’s
Description: Launching an Employee Resource Group A Beginners Guide to What is an Employee Resource Group? An Employee Resource Group (ERG) is different than an Affinity Group or social group or club, which are often informal and leaders are
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slide1. Launching an Employee Resource Group A Beginner’s Guide to<br>
slide2. What is an Employee Resource Group? An Employee Resource Group (ERG) is different than an Affinity Group or social group or club, which are often informal and leaders are self-appointed.
ERGs are voluntary, employee-led groups that fosters a diverse, inclusive workplace aligned with organizational mission, values, goals, business practices, and objectives.
ERGs typically have institutional support and formal leadership roles (chair, co-chair or vice chair, treasurer/secretary, etc.)
The focus is on employees, developing emerging leaders, creating mentor relationships, developing programming that creates a more inclusive workplace, and by doing so, reducing turnover. 2<br>
slide3. Questions to Consider Consider the following questions to get your ERG off the ground:
What are Duke’s institution’s values? Current culture?
What is the vision and mission for your ERG? Why is this ERG important for Duke? What is the purpose for creating it?
Describe the institutional opportunity.
What are the necessary resources to complete the business case?
What activities will be part of the initial phase for the launch of the ERG, and what activities will wait for another phase.
What is the risk of not creating the ERG? This is where statistics and cost-benefit can be provided (i.e., the cost of attrition due to a perceived unwelcoming work environment).
What are the benefits? Tie back to the risk, turn it around, and show the savings, the increase in employee morale, and the overall benefits other companies have seen as a result of an ERG program. 3<br>
slide4. Questions to Consider, cont. How will creating the ERG benefit employees and tie to your institutional values and culture? How will it positively impact the future?
What are other organizations doing in the ERG space, including the ERG focus you are looking to start?
Who are your team of passionate people?
Which leaders at Duke might serve as possible Executive Sponsors for your ERG?
What are the necessary leadership roles you need for your ERG?
How will the ERG be governed, and what will be the operating framework? How will leaders be elected/appointed?
What are the ERG leaders’ terms of office?
What are two to three goals to be accomplished in the ERG’s first year? 4<br>
slide5. Stages of Progression Launch
Grow
Thrive 5<br>
slide6. ERG Evolution: Progressive Model 6 The maturity curve is a progressive model. These models identify the support, knowledge and resources needed to further progress as an Employee Resource Group.
This progression model can be broken down into 4 different levels: Accenture (2022). ERG maturity curve.<br>
slide7. 7 Accenture (2022). ERG maturity curve.<br>
slide8. ERG Maturity Matrix Example 8 The maturity matrix identifies the support, knowledge and resources needed to further progresses an ERG. Accenture (2022). ERG maturity curve.<br>
slide9. ERG Pillars and Progression Model Alignment 9 Accenture (2022). ERG Pillars and Progression Model.<br>
slide10. Resources to Support You Duke Human Resources & Office of Institutional Equity
Members of the ERG Steering Committee
Executive Sponsor
Other ERG leaders (ERG Council Members)
Website tools and templates 10<br>
slide11. Next Steps Complete ERG Interest Form
Discuss plans and support needs with Duke HR
Complete and submit ERG charter
ERG Steering Committee review for approval
Schedule and promote interest meeting 11 Resources available at: https://hr.duke.edu/erg<br>
slide12. Questions<br>
slide2. What is an Employee Resource Group? An Employee Resource Group (ERG) is different than an Affinity Group or social group or club, which are often informal and leaders are self-appointed.
ERGs are voluntary, employee-led groups that fosters a diverse, inclusive workplace aligned with organizational mission, values, goals, business practices, and objectives.
ERGs typically have institutional support and formal leadership roles (chair, co-chair or vice chair, treasurer/secretary, etc.)
The focus is on employees, developing emerging leaders, creating mentor relationships, developing programming that creates a more inclusive workplace, and by doing so, reducing turnover. 2<br>
slide3. Questions to Consider Consider the following questions to get your ERG off the ground:
What are Duke’s institution’s values? Current culture?
What is the vision and mission for your ERG? Why is this ERG important for Duke? What is the purpose for creating it?
Describe the institutional opportunity.
What are the necessary resources to complete the business case?
What activities will be part of the initial phase for the launch of the ERG, and what activities will wait for another phase.
What is the risk of not creating the ERG? This is where statistics and cost-benefit can be provided (i.e., the cost of attrition due to a perceived unwelcoming work environment).
What are the benefits? Tie back to the risk, turn it around, and show the savings, the increase in employee morale, and the overall benefits other companies have seen as a result of an ERG program. 3<br>
slide4. Questions to Consider, cont. How will creating the ERG benefit employees and tie to your institutional values and culture? How will it positively impact the future?
What are other organizations doing in the ERG space, including the ERG focus you are looking to start?
Who are your team of passionate people?
Which leaders at Duke might serve as possible Executive Sponsors for your ERG?
What are the necessary leadership roles you need for your ERG?
How will the ERG be governed, and what will be the operating framework? How will leaders be elected/appointed?
What are the ERG leaders’ terms of office?
What are two to three goals to be accomplished in the ERG’s first year? 4<br>
slide5. Stages of Progression Launch
Grow
Thrive 5<br>
slide6. ERG Evolution: Progressive Model 6 The maturity curve is a progressive model. These models identify the support, knowledge and resources needed to further progress as an Employee Resource Group.
This progression model can be broken down into 4 different levels: Accenture (2022). ERG maturity curve.<br>
slide7. 7 Accenture (2022). ERG maturity curve.<br>
slide8. ERG Maturity Matrix Example 8 The maturity matrix identifies the support, knowledge and resources needed to further progresses an ERG. Accenture (2022). ERG maturity curve.<br>
slide9. ERG Pillars and Progression Model Alignment 9 Accenture (2022). ERG Pillars and Progression Model.<br>
slide10. Resources to Support You Duke Human Resources & Office of Institutional Equity
Members of the ERG Steering Committee
Executive Sponsor
Other ERG leaders (ERG Council Members)
Website tools and templates 10<br>
slide11. Next Steps Complete ERG Interest Form
Discuss plans and support needs with Duke HR
Complete and submit ERG charter
ERG Steering Committee review for approval
Schedule and promote interest meeting 11 Resources available at: https://hr.duke.edu/erg<br>
slide12. Questions<br>