Rethinking Employee Resource Groups (ERGs): Are We Building Bridges or Reinforcing Walls?

I’ve lost count of how many times I’ve heard a well-meaning DEI leader proudly say, “We’re starting our inclusion work with employee resource groups (ERGs)!”

My internal response? Somewhere between a supportive smile and a silent scream.

Because while ERGs can be powerful tools for connection and change, they’re often launched too early, without clarity, structure, or strategy. And that can backfire….fast or sometimes painfully slowly….

So before you put out an EOI seeking interested parties, let’s pause and ask: Are we ready for ERG’s and if so, what is their purpose?

When Good Intentions Miss the Mark

Picture this: A new DEI leader joins an organisation, full of energy and commitment. They’ve got volunteers from across the business eager to help, so they set up a few ERGs: Women in Leadership, Pride Network, and Accessibility Advocates.

The enthusiasm is real, but the foundation? Not so much.

Without first understanding the specific barriers within the organisation, these groups risk becoming silos that unintentionally compete for time, resources, and influence. I’ve seen passionate employees burn out trying to “fix” undefined problems. No data, No strategy, No expertise – it’s like running at full speed in the dark and hoping you don’t hit a wall.

Sound familiar?

Why Well-Intentioned ERGs Can Create Frustration

It’s easy to assume that forming ERGs equals progress. But if they’re not connected to a broader DEI strategy, they can actually reinforce separation.

I once worked with an organisation where three different equity groups were unintentionally pitted against each other. Each had a similar goal, to make their workplace more inclusive, but they were competing for the same limited resources. Instead of fostering collaboration, the setup reinforced the very sense of othering they were trying to dismantle.

So, before jumping in, it’s worth asking:

• Are our ERGs advocating for change, doing the change, or offering peer support?

• Have we clearly defined their objectives, and do those objectives align with our DEI strategy?

• Are we creating a sense of belonging, or are we perpetuating silos?

The Smarter Starting Point: Listen First, Then Build

Here’s my rule of thumb: Don’t start with ERGs. Start with listening.

Conduct a structured consultation process, surveys, interviews, and data analysis to understand the real experiences and barriers your people face. Use that insight to build a DEI action plan.

Only once that plan is in place should you decide whether ERGs have a role to play. And if they do, define their purpose clearly.

Are they advisory groups informing strategy? Social networks providing peer support? Or action groups helping to implement change? Each purpose requires a different setup, recruitment approach, and meeting structure. 

Clarity here saves a lot of frustration later.

And remember, ERGs shouldn’t be set in stone. Organisations evolve, and so should your approach to inclusion. Sometimes, that means reshaping or even retiring a group to better meet current needs. It’s not failure, it’s maturity.

You’ve Got The ERG, Now What?

Creating inclusion in long-established systems is complex. It requires patience, reflection, and ongoing evaluation. Check in with your ERG members regularly:

• Are they feeling more connected or more disillusioned?

• Is their involvement recognised in performance reviews?

• What support or learning do they need to succeed?

When done well, ERGs can be incredible sources of insight and connection. But when they’re rushed or misaligned, they can drain energy from the very people they aim to empower.

In the End, It’s About Adaptability

DEI work should never be set in stone. The moment it is, it stops being equitable.

So, before launching the next ERG, take a breath. Listen deeply. Build a strategy first, and let your structures follow. 

If you’re ready to move beyond good intentions and design a strategy that actually shifts culture—DEI Thrive is for you. Let’s talk about where you are now and how we can build a practical, people-centred action plan that makes a lasting impact. Let’s connect.

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