Engagement Technique: ERG’s
Employee Resource Groups (ERGs) are voluntary, employee-led groups that bring people together around a shared identity, interest, or purpose. They are usually supported by the organisation, but driven by employees themselves.
Many companies start ERGs to create connection, learning, and support networks across the organisation. Done well, they become powerful spaces where employees can share ideas, build relationships, and influence company culture.
What are ERG’s?
An Employee Resource Group is typically a community within the company built around a shared theme or experience.
Common examples include:
- Women in Leadership groups
- LGBTQ+ networks
- Mental health and wellbeing groups
- Parents or carers networks
- Cultural or heritage groups
- Sustainability groups
Some organisations also create ERGs around professional development or company values, for example:
- Innovation groups
- Community volunteering teams
- Learning and development circles
- Employee wellbeing champions
The important point is that the group exists because employees care about the topic. When that happens, engagement tends to follow naturally.
How to introduce ERGs
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Identify interest
Ask employees if there are communities or topics they’d like to see represented. If there is enough interest, explore forming a group.
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Nominate leaders
ERGs usually work best with one or two volunteer leads who help organise activity and communication.
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Define the purpose
Encourage the group to decide what success looks like. This might include: Hosting talks or events, Supporting new employees, Advising leadership on relevant issues, Creating learning opportunities, Organising social initiatives
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Provide support
Companies can help by providing: Meeting time, Small budgets, leadership sponsorship, visibility across the company. The key is support without micromanaging.
What to watch out for
ERGs can be powerful, but they are not “set and forget” initiatives. A few common pitfalls include:
- Lack of support: If the company launches ERGs but gives them no time, recognition, or resources, they often fade away.
- Burnout for organisers: ERGs are usually voluntary. Without support, the people running them can end up doing a lot of unpaid emotional labour.
- Unclear expectations: If employees think ERGs will immediately change company policy, disappointment can follow. Be clear about what influence they have.
- Small company challenges: where there are enough employees to build meaningful communities. That said, in small companies impact can still be big!
It’s all about balance. Support the groups, give them visibility, and recognise the work people put into them. At the same time, make sure expectations are clear and sustainable.
When ERGs are built around topics employees genuinely care about, they often become one of the most authentic expressions of a company’s culture.
Read more about Engagement and ERG’s:
ERGs Increase Employee Engagement
83% of employees say ERGs make their workplace feel more inclusive
This post is part of our Engagement Techniques series of practical, low-cost ideas to bring more connection and meaning into work. Find the rest here
👉 Want to explore techniques like this in more depth? I run interactive employee engagement workshops where we bring these ideas to life.