To build a workplace culture where everyone feels seen, heard, and belongs, we must move beyond the endless array of activities and focus on strategic impact. ERGs are a way to demonstrate the organization’s commitment to a healthy workplace culture of inclusion and respect. If you are a business leader or ERG leader looking to drive impact, here are 10 best practices to transform your ERGs into high-impact business partners.
1. Map ERG Outcomes to Business Outcomes
To gain true executive buy-in, you must translate community impact into the language of business performance. When an ERG fosters belonging, it directly impacts talent retention and reduces the high costs associated with turnover. By linking inclusion metrics to strategic goals like innovation and market growth, you demonstrate that a healthy workplace culture is a competitive advantage, not just a nice-to-have initiative. For example, a client of mine has a veterans ERG and now recruits and hires more veterans in the local community, boosting their reputation as an employer in the area – what is that worth to the organization?
2. Clarify and Reiterate Your ERG Purpose
A clear unifying direction ensures your ERG stays focused on systemic change rather than just social events. Your purpose should explicitly state how the group supports the organization’s mission while advocating for the unique needs of its members. Consistently communicating this purpose helps everyone understand that the group exists to drive a more inclusive workplace culture through intentional action. For example, one of my clients simply states, “Our ERG exists to create a psychologically safe environment for people of color to show up as themselves and do their best work.”
3. Embed ERG Activities into Business Activities
For an ERG to be effective, it must be integrated into the daily flow of work rather than existing as a side project. By involving ERG leaders in product reviews or recruitment strategies, you leverage their unique insights to improve business results. This embedding ensures that inclusion becomes a core competency of the workplace culture rather than a siloed department. Rather than one-and-done programs or check-the-box activities for cultural awareness and celebrations, thread programming into existing teambuilding and leadership curriculum and engagements.
4. Get Senior Leadership and Allies with Power More Engaged
Inclusion doesn’t happen without the active participation of those who hold the most power in the organization. We need leaders to move from passive supporters to active allies who use their influence to sponsor underrepresented talent within the ERG. When senior leaders are visibly engaged, it signals to the entire organization that an inclusive workplace culture is a top strategic priority. Engaging sponsors that have a seat at the leadership table is a clear differentiator in successful ERGs.
5. Synergize with Other ERGs on Intersectional Programming
We are complex individuals with overlapping identities, and our ERG strategy must reflect that reality. By partnering on intersectional programming, groups can address the unique barriers faced by those at the crossroads of multiple identities, such as women of color or LGBTQ+ veterans. This synergy prevents siloing and builds a more cohesive, empathetic workplace culture for all employees. Facilitate programs across intersectional identities to offset the negative effects of solely identity-based programs. People are not monoliths; let ERGs show that.
6. Educate People in the Middle on Issues That Matter
Middle managers are the missing key to DEI success because they directly control the daily experience of most employees. Educating these managers on the specific hurdles faced by ERG members empowers them to lead with more empathy and psychological safety. When the “middle” is equipped with allyship skills, the workplace culture shifts from the bottom up and the top down simultaneously. I call these folks the “magic middle” or “murky middle” as they are often disengaged in the very ERG work that could help them motivate and engage their teams more.
7. Balance In-Group Community Time with Out-Group Allies
An ERG must provide a “safe space” for members to recharge, but also a “brave space” for allies to learn. Finding the right balance—roughly a 70/30 split—ensures the group remains a sanctuary while still inviting the broader workforce to participate in the journey. This intentional outreach is what expands the reach of your workplace culture and builds a stronger coalition for change. It is important to have safe spaces for in-group dialogue about real human issues facing that group, and to invite allies to listen and learn in other programming. This ensures ERG work is legal and effective.
8. Clearly Communicate Expectations for Participation
Clarity is a form of kindness, and it is essential for preventing burnout among ERG volunteers. Defining what it means to be a member versus a leader helps employees balance their advocacy work with their primary job responsibilities. When expectations are clear, participation becomes more sustainable and respected across the entire workplace culture. The ERG Leadership Alliance Trends report also found a high correlation between expectations and effectiveness.
9. Regular Communications to Reinforce Purpose and Outcomes
Consistency in communication keeps the ERG’s value proposition top-of-mind for the entire organization. By sharing regular updates on education and business wins, you reinforce the connection between inclusion and performance. These stories provide the “social proof” needed to sustain momentum and normalize allyship within the workplace culture. Some of my clients use Slack or Teams channels to share stories, ideas, and articles between events and have regular informal meet-ups to discuss topics more informally. Think of communications as a regular drumbeat of discussions throughout the year, not just the big flagship program of the year.
10. Proactively Engage with Feedback from Skeptics
Resistance is often just a lack of understanding, so we must meet skeptics where they are with curiosity rather than judgment. By proactively addressing concerns and sharing the why behind the ERG, you can turn critics into neutral observers or even future allies. Engaging with feedback demonstrates the resilience and openness of a truly inclusive workplace culture. Make sure that those who want to get it and do not yet feel welcomed by the ERG. Despite our best attempts, I still hear the sentiment that ERGs are not for me. Let’s change that perception.
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