Why ERGs matter more than ever - & how to get them right

A few weeks ago, an employee approached me and asked if they could start an employee resource group (ERG) focused on spiritual wellness.

I said, “Of course.” A week later, more than 100 employees joined a virtual call to kick off that group and hear from a breath worker, who spoke about maintaining balance and staying grounded at work.

When we introduced ERGs at Morgan Properties less than a year ago, five groups instantly sprang up. The response has been so strong that it’s clear there was pent-up demand — people wanted these spaces to exist.

ERGs allow employees to bond over shared interests, backgrounds, or experiences that are important to them, and create spaces where people feel they can be their truest and best selves at work. These groups make it easier to stay connected, participate, and feel appreciated, which are the three pillars of our culture.

Research reminds us that ERG members are 30% more likely than non-members to have confidence in their executive team, 23% more likely to report a psychologically and emotionally healthy work environment, and 23% more likely to say their company is a great place to work.

Not all ERGs succeed, however. Building effective ERGs requires the right kind of support and a clear understanding of what makes these communities thrive.

Why ERGs are vital

The most common types of ERGs include groups for women, LGBTQ+ employees, veterans, working parents, and employees of various ethnic backgrounds. To expand its DEI council and include more voices from across the organization, Morgan Properties created a Belonging & Inclusion ERG. This group provides a space to connect colleagues, share ideas, and explore the resources available to support employees in their career and personal growth.

At Morgan Properties, we also have an ERG for parents of special needs children. That group began a book club focused on raising children with unique learning challenges, and members discussed World Autism Day. Employees who may have felt alone in their experiences found a community of understanding colleagues. When the parent of a non-verbal child talks to another parent in the same situation, for example, there’s an instant connection.

While some ERGs become vibrant communities, others struggle to maintain momentum

Those friendships carry over into daily work life. Most of us spend more waking hours at work than at home. Especially when employees are split working from offices, on-site, or remotely, ERGs offer connection points that don’t always occur naturally in a hybrid workplace.

When they’re missing, it takes a toll on culture. A survey by the Cigna Group found that more than half of American workers feel lonely, and “lonely employees are more likely to miss work, be disengaged, or seek a new job.”

ERGs can help reverse that trend. In a Workhuman survey, 60.8% of respondents said ERGs can contribute to psychological safety, which can lead to higher engagement.

ERGs also support recruitment and retention. Nearly half of respondents in the same survey said the presence of ERGs at a company would make them more likely to accept a job there. A Salesforce survey found that 55% of companies say ERGs have positively impacted their recruiting efforts, while 75% say they’ve helped retain employees.

What makes ERGs succeed?

While some ERGs become vibrant communities, others struggle to maintain momentum or fail to achieve their goals. The difference comes down to a few critical factors you should ensure are in place before commencing an ERG program:

• Start with employee interest, not executive mandates. The most successful ERGs emerge organically from employee needs and interests. The spiritual wellness group is a great example — an employee saw a need and asked for support. Make it as easy as possible for employees to lead the way. It should only be a question of what they want to do and how to make it happen.
• Be a cheerleader. Your role is to support employees who take the initiative to start an ERG. That includes helping them start and highlighting ERG opportunities, wins, and stories on internal communication channels.
• Make it manageable. The key to a sustainable ERG is to fit it comfortably into everyone’s busy schedule. Aim for monthly meetings, which are usually doable and can encourage more participation by ensuring they are not a burden. Another way to reinforce accessibility is by sharing ERG opportunities and meeting takeaways on your intranet so employees can easily catch up on last month’s meeting or projects they can support when it works best for them.
• Create safe spaces. One of my colleagues who started an ERG for inclusion and belonging likes to joke that it’s always nice to be invited to a party, but it’s also nice to know it’s OK to dance and be yourself without judgment. ERGs work best when employees can be their authentic selves. Some ERGs require vulnerability, and establishing a psychologically safe space to share ideas, thoughts, concerns, and even fears, which can give participants the comfort to open up.
• Focus on connection. These groups tap into the fundamental human need to connect with others and be part of something meaningful. Employees want to be heard and know that what they say is valued and important. That should be the focus of every ERG.

ERGs provide the platform and community that employees crave, and can be essential tools for building a thriving culture and workplace. At Morgan Properties, they’ve become a source of belonging that employees create for themselves and each other.

When done right, ERGs give employees a place to connect, share, and support one another in ways other initiatives can’t match.