Why is participation in employee-resource groups crucial to your diversity-management success? DiversityInc Top 50 data, coupled with results from individual corporate research, finds that companies with high employee-resource-group participation report higher overall job performance and engagement as well as enhanced results in recruiting, retaining and promoting people from traditionally underrepresented groups. There also are increasing marketplace benefits.
Participation in employee-resource groups is on the rise: The percentage of employees belonging to these groups in the DiversityInc Top 50 has grown to 23 percent from 11 percent in 2005.
In the 1,414-word article Increasing Participation in Employee-Resource Groups, diversity leaders share their strategies to increase ERG participation and executive involvement.
Readers will learn:
- Why you should link participation to career growth
- How to be clear about expectations and define your measurement metrics
- How to ensure group members and leaders understand the time commitment
- The crucial role of recognition for employee-resource-group achievement
- Which employee groups need extra attention to feel included
- How to get buy-in from the CEO, executives and even middle managers
- Ways to defuse resistance to the formation of groups and create a supportive environment
For more on employee-resource-group participation, read How Kraft Increased Promotions of Women in Sales by 39% and How Do You Include Hourly Workers in Employee-Resource Groups?