“I often discuss company issues with my two close work friends. We trust each other.  But none of us talk about these issues with others in our department,” reported an engaged contributor.

“What do you discuss with your friends?” I asked.

“Could be most anything—lax safety practices, work schedules, why someone was overlooked for a promotion, inclusivity practices, mental health issues—you name it.”

Employ Resource Groups (ERGs) which are voluntary and employee-led, emerged more than fifty years ago as a safe way for employees to discuss sensitive issues.  ERGs exist in ninety percent of today’s Fortune 500 Companies.   

Most volunteers in ERGs have common interests in issues such as religious affiliation, ethnicity, gender, lifestyle concerns and the like. Companies support ERGs because they believe “safe discussion arenas” increase trust and engagement.

However, some ERG practices have heightened distrust and conflict by pigeonholing employee groups in stereotypical ways.  The result is often a less diverse culture and heightened conflict between employee groups as well as increased distrust of management. 

Effective leadership and management support are necessary for enhancing engagement while contributing to the organization’s mission.  Additionally, successful ERGs operate from a well-defined charter and realistic goals.